To: Tom Werner, executive producer, The Scholar From: Donald E. Heller Subject: Capitalizing on the success of The Scholar
I know you’ve been really busy with The Scholar, which I hear has had some great ratings. Never mind all your work with the Red Sox – by the way, great to have a hit after 86 years of failure, huh? – and your on again, off again relationship with Katie Couric. But I hope you have a few minutes to review this work-up for what I am convinced is the next hit reality show: The Chosen One.
Everybody has loved watching the competition to see which of those spunky little 18 year-olds on The Scholar is going to receive the scholarship. But those kids are so bright and overachieving that the audience knows that all of them, not just the winner, will end up going to college somewhere. But think about how much more interesting the competition will be as graduate students battle it out for the holy grail of American higher education: a tenure-track faculty position! With so few graduating Ph.D.’s landing one of these babies, the competition in this reality show will make Survivor look like a walk in the park.
Here’s the outline of the show. I’ve indicated a few places where there are some great product placement opportunities (PPO) to help maximize the revenue from the show.
The Search Committee: Every good reality show needs a panel of judges that will grab the audience. After all, people don’t watch American Idol to hear talentless people sing; they tune in to see Paula bicker with Simon. This is what’s keeping The Scholar from knocking Idol off the top of the charts. The judges on The Scholar are knowledgeable, but they’ve got the collective personality of a medieval history conference.
Here are a few ideas to kick around. For the lead, there’s only one obvious choice: Lawrence "Larry the Barbarian" Summers. He's received more press lately than anybody in higher education other than Ward Churchill (my guys talked to Ward, but he’s laying low these days and wasn’t interested). And who’s better at playing the Simon role, insulting people and putting them in their place? Larry’s got to be the top dog in this show. It shouldn’t matter how much money it takes to land him -- you have to get him on board. (PPO: Rather than the ubiquitous can of Coke on Idol, I see Larry with a bottle of Chardonnay in front of him -- lots of opportunities to get a vineyard on board.)
To create fireworks, you need somebody who will clash with Larry. Again, there’s a clear choice: Cornel West, Larry’s old nemesis from Harvard who flew the coop to Princeton after one too many insults. The idea of Larry and Cornel (can we get him to use the nickname “Corny” -- “Cornel” sounds a bit stuffy for a mass audience?) going at each other from opposite sides of the table has me salivating about the ratings potential.
The third judge isn’t nearly as important (who can ever remember Randy Jackson anyway), but I do have a few ideas. Stanley Fish looked like he would be tanned, rested, and available after he retired from the University of Illinois at Chicago, and who knows more about higher education than him? But then he took that position in Florida so he may be out. Skip Gates is another good choice, but that may make it look like he and Corny are ganging up on Larry. Might want to go after Elaine Showalter; she’s not nearly the household name the others are, but boy, can she dress! (Great PPO opportunities with her -- Prada or Versace?)
The Candidates: This is a little bit tricky. Ten students should work -- this is about the right ratio of Ph.D. graduates for every tenure track position available, and will ensure enough candidates to appeal to a broad audience. You need that combination of attractive looks and engaging personalities to keep the viewers coming back week after week. Need to avoid that library pallor so many graduate students share, so we’ll have to do a national search to find the cute ones with the bubbly personalities. (PPO: We’ll want to make sure they’re dressed well, so let’s talk to The Gap and Abercrombie & Fitch, maybe even Polo for the interview clothes.)
Diversity is important – every viewer wants to be able to connect with at least one of the candidates. So let’s make sure we get a good selection of people from different races and different parts of the country. And let’s make sure they’re not all from Ivy League colleges – it’s important for the world to see that there are smart people at other places too -- I’m having some people confirm this for me. (PPO: Maybe there’s an opportunity here for a second-rung institution to “sponsor” one of their grad students into the competition. I can see somebody wearing a “Northwestern East Podunk University” sweatshirt -- institutions like that normally can’t buy that kind of publicity!)
We need to be careful about what disciplines the candidates come from, or we’ll lose our audience. While everybody likes the idea of a rocket scientist, nobody wants to watch them writing physics equations on a whiteboard (yes, I know it worked in Good Will Hunting, but they had Matt Damon and Ben Afleck). If we have an English student, at the first mention of Foucault people would be flipping the channel to Bill Frist on C-SPAN or Rachel Ray making green bean casserole on the Food Channel.
Everybody watching The Scholar has liked that the contestants share dorm rooms, so let’s have all 10 of the grad students share a house, sort of like on The Real World. (PPO: this is a no-brainer – Ikea!)
The Episodes: The episodes should be reflective of the typical career of a grad student, and give the judges the opportunity to assess their potential to be a faculty member. Nobody would want to sit through the life of a Ph.D. student in real time however, so we’ll collapse the normal seven year period into seven weeks of television. Here is a first cut at the episode list.
1. Meet the grad students. The audience gets to meet each student and choose favorites. Students get a chance to introduce themselves, explain why they’re unique, and why they should be The Chosen One.
2. The students deflect a sexual advance from a tenured faculty member. This is an important milestone in graduate student life. To keep it interesting, we can throw in at least one same-sex harassment situation (we need to remember this as we cast the show). It is unlikely we will be able to hire real professors for this, but with all the out-of-work professors out there, some of them must have had some experience in this arena. (PPO: a law firm?)
3. Organize a TA union. What a great opportunity for conflict between the grad students and the judges! The grad students will be required to build the case for why they should be allowed to unionize, and the judges will test them by explaining why grad students do not do real work and should be considered students, not workers. (PPO: United Auto Workers or The Teamsters?)
4. Cobble together funds to attend a conference and network with academic stars. The grad students will run around the campus to various offices to beg, borrow, and steal the money necessary to attend an academic conference in order to schmooze with the big shots. They will then have to demonstrate how they can spend three days in a major city on a paltry sum, and still look presentable and impress the stars. Great opportunity here for cameos from some real academic stars. I’m sure most would jump at the opportunity and work for union scale. (PPO: airlines and hotels)
5. Form a dissertation committee. The grad students go in front of the judges and explain why they are worthy of having a faculty member serve on their dissertation committee. Each judge will require the students to jump through the requisite academic "hoops," such as babysitting the judge’s children, walking the judge’s dog, or picking up their dry cleaning. Every good reality show has a weeding-out process. This episode is where we can reduce the 10 candidates down to a smaller number, as those who are unable to form a dissertation committee are cast aside.
6. The job talk. The candidates explain their research and why they’re worth of being The Chosen One. As I mentioned earlier, it is critical that we find grad students with interests that reach a wide audience. Let’s look for somebody in sociology who researches the interlocking sexual and economic relationships among suburban, upper middle class housewives. Or a criminology student who specializes in homicides among young, beautiful women who live in major urban areas with attractive friends and interesting jobs.
7. The selection. At long last, the judges choose the single graduate student who will be The Chosen One. The winner will be awarded a tenure-track job in their field at the institution of their choice. We may have some problems getting every college and university out there to agree to participate, but given the revenue constraints they’re all facing, throwing some of the PPO money their way should be enough of an inducement.
I think this one is a winner, Tom, so let’s do lunch and work it out!
Donald E. Heller
Donald E. Heller is an associate professor and senior research associate in the Center for the Study of Higher Education at Pennsylvania State University at University Park. The only reality show he is watching this summer is the Boston Red Sox.
Nothing generates academic interest like a conversation about pay. Much faculty salary discussion focuses on why someone else makes more money. Often the contemplation of salary differences takes as its premise that the disparity must come from favoritism or some other illegitimate source rather than being a reflection of merit or that surrogate for merit, the market.
These conversations tend to be one-sided since the initiative comes primarily from the colleagues who feel underpaid. “Overpaid” colleagues rarely participate in this discussion. Thus, it is always good to see a systematic, data driven discussion of the subject of faculty salary differentials such as the recent much-quoted item from Ehrenberg, et al. at Cornell University.
Their study shows not only significant salary differences between disciplines on average (economists being paid more than English professors) but significant variation in that difference among institutions. This, they say, is because high quality departments pay more than low quality departments in the same discipline. If English is a weak department and economics is a strong department in one university, the difference in average salaries will be greater than if, in another university, both departments have the same quality.
These results validate in a systematic, statistical and aggregate way what individual participants in the academic market place have known and practiced for years. We who hire faculty or seek employment know that desirable scarcity drives up the market price of faculty. High quality, defined almost entirely by research success, is scarce, so the university has to pay for it. Medium quality is common so salary levels are less. The "outside offer" that comes to the faculty member whose local salary is significantly below the market resets that individual’s salary to meet the national market, whether through a counteroffer or a change in institution.
This process, however, has many complexities not easily reflected in the aggregate data. Faculty have a local salary, the amount paid by their current institution. At the time of first hire, the local salary and the market salary are the same, because the hiring university must pay the market rate for the faculty member. This market rate reflects the faculty member’s current and expected value and includes any special premiums that might apply. However, the local salary diverges from the market the day after the faculty member begins work.
Changes in the local salary depend not on the market, but on local circumstances. Across-the-board and merit increases negotiated by unions or established by administrations adjust the local salary to local concerns. Faculty who publish and get grants, and therefore are connected to the external market, tend to increase their local salaries faster than faculty who teach and perform a variety of service roles for the institution. Even so, the rate at which the local salary rises is somewhat to significantly independent of the national salary market place, although most institutions attempt to keep local salaries above the level of initial hires in the same field at the same rank.
Promotion increases, which reward achievement as defined locally, also increase local salaries, but again at rates relatively independent of the market. In these local markets, politics and personality can intervene to slow or increase the rate of salary improvement. Other circumstances such as major budget crises in public institutions for example can hold back salary increases. On unionized campuses, the union’s principal effect is to raise the floor for all faculty, and in some places regulate the rates of increase.
The market salary for a faculty member is not always higher than the local salary. The market may not pay more than the faculty member currently earns. This is often the case for faculty who have been in rank for a number of years, who do good work, but who have no particular distinction that the external marketplace cares to reward. This is the case for a majority of the faculty at most institutions. Simply put, the marketplace is not much interested in hiring midlevel faculty with good if not distinguished capabilities because an institution gains little by doing so.
The hiring institution will have its own cadre of embedded faculty who are also good and experienced, but not spectacular. They rarely need to buy more of this kind of talent. The marketplace is available for those relatively few faculty members whose value is substantially above their local salary. These people can enter the market and receive an offer from a competing institution. This will set a new salary level for them because either their current institution will match the offer or they will leave and take the new, higher salary offer at the competing institution.
Special circumstances complicate this marketplace. For example, senior minority or women faculty of significant scholarly distinction often carry a premium over equivalent individuals without the special characteristics. Faculty with the potential for leadership at a new institution but no leadership opportunities at their current institution can often command a premium because the new institution needs that leadership more than the current institution. Faculty with expertise of value in external commercial marketplaces command a premium over faculty of equivalent quality who have no commercial market value.
Many other circumstances discourage faculty entry into the national marketplace to attempt to improve their salaries. Faculty with a marketplace value may not enter the market because they do not want to pay the relocation costs, because they have an employed spouse in their current location, or because they have a life style that would require substantial change. Other faculty have retirement plans and options that they would lose if they enter the market and take another position elsewhere.
These conditions help explain faculty behavior in their local environments. Because only a few actually access the external marketplace in any one year, and for most faculty the opportunity to take advantage of the external marketplace will happen only once or at most twice in their 30 year careers, most faculty salary effort is locally focused. This increases the politics around local salary policies. It also encourages faculty to develop strategies that manipulate and usually reduce their workload as an alternative to increasing direct compensation.
The inaccessibility of the national market for most faculty encourages the local proliferation of quasi-administrative roles such as program chairs, faculty governance leadership, micro departmental organizations, and other structures that provide a rationale for a salary supplement for administrative service. Faculty pursue major administrative appointments that offer salary increases unavailable to them in the academic marketplace. They take on consulting, publish textbooks, create start-up companies, and supplement their salaries with summer grant funding. Unions and tenure ensure that the institution cannot force faculty members into the marketplace where they might have to accept a lower, market-determined salary. Unions also usually ensure that whatever happens in the marketplace, the salary levels of continuing employees will keep rising.
Faculty salaries also capture the value of security. Compared to many outside professionals of equivalent education and sophistication, faculty salaries appear low. When we account for the fact that faculty, once tenured, have a lifetime employment with compensation and benefits guaranteed, we recognize that part of the lower dollar payment reflects the much lower employment risk for tenured faculty compared to their professional counterparts in the commercial marketplace. College coaching salaries offer a clear demonstration of this. They often appear very high to many observers but actually capture two high-risk circumstances: coaches must win or be fired, and their compensation frequently depends on the amount of revenue their teams earn.
Universities in search of high quality research faculty, defined in the national competition for grants, awards, publications, and the like, will always pay a premium for the individuals who fit their expectations. As the Cornell study shows, if an institution has a particular disciplinary focus for its quality aspirations, it will pay more for the faculty in that field than it will for faculty in fields where its aspirations are less.
At the top rank of public and private universities, almost every field is expected to be at the top level of quality, and in those universities, the salaries of all faculty will most closely reflect the national marketplace for their subdisciplines, including the built-in differentials between English and economics. The farther from the top rank a university is, the more its salaries will diverge from the marketplace level set by the top performers and the more its salary system and interests will focus on local concerns.
To understand the faculty salary game, it helps to know the whole system.
Inside Higher Ed recently reported on four University of Pittsburgh professors critiquing the latest survey suggesting ideological one-sidedness in the academy. According to the Pitt quartet, self-selection accounts for findings that the faculty of elite disproportionately tilts to the Left. "Many conservatives," the Pitt professors mused, "may deliberately choose not to seek employment at top-tier research universities because they object, on philosophical grounds, to one of the fundamental tenets undergirding such institutions: the scientific method."
Imagine the appropriate outrage that would have occurred had the above critique referred to feminists, minorities, or Socialists. Yet the Pitt quartet's line of reasoning -- that faculty ideological imbalance reflects the academy functioning as it should -- has appeared with regularity, and has been, unintentionally, most revealing. Indeed, the very defense offered by the academic Establishment, rather than the statistical surveys themselves, has gone a long way toward proving the case of critics who say that the academy lacks sufficient intellectual diversity.
In theory, ideology should have no bearing on how a professor teaches, say, physics. Even so, should responsible administrators worry that the overwhelming partisan disparity is worthy of further inquiry? And, in theory, parents who make their money in traditionally conservative professions such as investment banking or corporate law probably do not encourage their children to enter academe. Yet, as money-making fields have always been attractive to conservatives, why has the proportion of self-professed liberals or Leftists in the academy nearly doubled in the last generation?
Had members of the academic Establishment confined themselves to such arguments (or had they ignored the partisan-breakdown studies altogether), the intellectual diversity issue would have received little attention. Instead, the last two years have seen proud, often inflammatory, defenses of the professoriate's ideological imbalance. These arguments, which have fallen into three categories, raise grave concerns about the academy's overall direction.
1. The cultural left is, simply, more intelligent than anyone else. As SUNY-Albany's Ron McClamrock reasoned, "Lefties are overrepresented in academia because on average, we're just f-ing smarter." The first recent survey came in early 2004, when the Duke Conservative Union disclosed that Duke's humanities departments contained 142 registered Democrats and 8 registered Republicans. Philosophy Department chairman Robert Brandon considered the results unsurprising: "If, as John Stuart Mill said, stupid people are generally conservative, then there are lots of conservatives we will never hire."
In a slightly different vein, UCLA professor John McCumber informed The New York Times that "a successful career in academia, after all, requires willingness to be critical of yourself and to learn from experience," qualities "antithetical to Republicanism as it has recently come to be." In another Times article, Berkeley professor George Lakoff asserted that Leftists predominate in the academy because, "unlike conservatives, they believe in working for the public good and social justice, as well as knowledge and art for their own sake." Again, imagine the appropriate outcry if prominent academics employed such sweeping generalizations to dismiss statistical disparities suggesting underrepresentation of women, gays, or minorities.
These arguments become even more disturbing given the remarkably broad definition of "conservative" employed in many academic quarters. Take the case of Yeshiva University's Ellen Schrecker, recently elected to a term on the AAUP's general council. This past spring, Schrecker denounced Columbia students who wanted to broaden instruction about the Middle East for "trying to impose orthodoxy at this university." The issue, she lamented, amounted to "right wing propaganda."
The leaders of the Columbia student group, who ranged from registered Republicans to backers of Ralph Nader's 2000 presidential bid, were united only in their belief that matters relating to Israel should be treated objectively in the classroom. Probably 98 percent of the U.S. Congress and all of the nation's governors would fit under such a definition of "right wing."
Indeed, it seems as if the academic Establishment considers anyone who does not accept the primacy of a race/class/gender interpretation to be "conservative." To most outside of the academy, such a definition would suggest that professors are using stereotypes to abuse the inherently subjective nature of the hiring process.
2. A left-leaning tilt in the faculty is a pedagogical necessity, because professors must expose gender, racial, and class bias while promoting peace, "diversity" and "cultural competence." According to Montclair State's Grover Furr, "colleges and universities do not need a single additional 'conservative' .... What they do need, and would much benefit from, is more Marxists, radicals, leftists -- all terms conventionally applied to those who fight against exploitation, racism, sexism, and capitalism. We can never have too many of these, just as we can never have too few 'conservatives.'"
Furr's remarks echoed those of Connecticut College's Rhonda Garelick, who decried student "disgruntlement" when she used her French class to discuss her opposition to the war in Iraq and teach "'wakeful' political literacy." Rashid Khalidi, meanwhile, rationalized anti-Israel instruction as necessary to undo the false impressions held by all incoming Columbia students except for "Arab-Americans, who know that the ideas spouted by the major newspapers, television stations, and politicians are completely at odds with everything they know to be true."
To John Burness, Duke’s senior vice president for public affairs, such statements reflect a proper professorial role. The "creativity" in humanities and social science disciplines, he noted, addresses issues of race, class, and gender, leading to a "perfectly logical criticism of the current society" in the classroom.
At some universities, this mindset has even shaped curricular or personnel policies. Though its release generated widespread criticism and hints from administrators that it would not be adopted, a proposal to make "cultural competence" a key factor in all personnel decisions remains the working draft of the University of Oregon's new diversity plan. Columbia recently set aside $15 million for hiring women and minorities -- and white males who would "in some way promote the diversity goals of the university ." And the University of Arizona's hiring blueprint includes requiring new faculty in some disciplines to "conduct research and contribute to the growing body of knowledge on the importance of valuing diversity."
On the curricular front, my own institution's provost, Roberta Matthews (who has written that "teaching is a political act") intends for the college's new general education curriculum to produce "global citizens" -- who, she commented, are those "sensitized to issues of race, class, and gender."
Given such initiatives, it is worth remembering the traditional ideal of a university education: for faculty committed to free intellectual exchange in pursuit of the truth to expose undergraduates to the disciplines of the liberal arts canon, in the expectation that college graduates will possess the wide range of knowledge and skills necessary to function as democratic citizens.
3. A left-leaning professoriate is a structural necessity, because the liberal arts faculty must balance business school faculty and/or the general conservative political culture. University of Michigan professor Juan Cole, denouncing the "ridiculous and pernicious line" that major universities need greater intellectual diversity, complained about insufficient attention to the ideological breakdown of "Business Schools, Medical Schools, [and] Engineering schools." UCLA's Russell Jacoby wondered why " conservatives seem unconcerned about the political orientation of the business professors." Duke Law professor Erwin Chemerinsky more ambitiously claimed that "it's hard to see this as a time of liberal dominance" given conservative control of the three branches of government.
Professional schools reflect the mindset of their professions: Socialists are about as common on business school faculty as are home-schooling advocates among education school professors. But, unlike business schools, liberal arts colleges and universities do not exist to train students for a single profession. Nor are they supposed to balance the existing political culture. If the Democrats reclaim the presidency and Congress in the 2008 elections, should the academy suddenly adopt an anti-liberal posture?
The intellectual diversity issue shows no signs of fading away. Ideological one-sidedness among the professoriate seems to be, if anything, expanding. And so, no doubt, will we see additional surveys suggesting a heavy ideological imbalance among the nation's faculty -- followed by new inflammatory statements from the academic Establishment that only reinforce the critics' claims about bias in the personnel process.
In an ideal world, campus administrators would have rectified this problem long ago. A few have made small steps. Brown University's president, Ruth Simmons, for instance, has expressed concern that the "chilling effect caused by the dominance of certain voices on the spectrum of moral and political thought" might negatively affect a quality education; her university's Political Theory Project represents a model that other institutions could follow.
To my knowledge, however, no academic administration has made the creation of an intellectually and pedagogically diverse faculty its primary goal. This statement, it should be noted, applies equally as well to institutions frequently praised by conservatives, such as Hillsdale College. Such an initiative, of course, would encounter ferocious faculty resistance. But it would also, just as surely, excite parents, donors, and trustees. If successful, an institution that made intellectual diversity its hallmark would encourage imitation -- if only because other colleges would face the free-market pressures of losing talented students and faculty. So, the question becomes, do we have an administration anywhere in the country willing to take up the cause?
KC Johnson is a professor of history at Brooklyn College and the CUNY Graduate Center.
I'm a bitch. I realized this about six months after I started on the tenure-track at my small Midwestern liberal arts college. It took me a bit longer to figure out what the others in my cohort were. But gradually we all took our turns under the sorting hat. By the time I earned tenure last year, I had figured it out. There are three ranks of junior faculty: bitches, good soldiers and golden boys.
Despite our sexually progressive campus, bitches must be women, and golden boys will be boys. Good soldiers alone promise equal access to all.
Bitches and golden boys needn't work very hard to earn their titles. Often, the die is cast before heels or oxfords touch down on sod. A woman, rumor has it, might have asked for too much start-up money upon receiving her offer. Golden boy status is often earned far, far earlier -- frequently, birth, does the trick. While many bitches belie the canine etymology of their label -- many of our local brood are quite stunning -- for men, being golden often means, well, being golden. And tall.
After a few faculty and departmental meetings and the scuttlebutt from students circles up to faculty, cementing your title in the gendered categories requires only a few token gestures. A suspected bitch might express strong opinions about curriculum, hold only four office hours a week or grade tough. You can practically hear the sizzle upon flesh.
Golden boys will shine bright if they have some innovative ideas about revising the curricula, travel to conferences frequently and ask for lots of start-up money upon receiving an offer.
There's nothing much surprising about the above -- these are just gender stereotypes, after all. What's surprising is that they're really true. This, despite the fact that we're not stuck in the past here: scholarship by women is assigned in class without having to make a point of it, many departmental chairs, administrators -- well-nigh the highest administrators -- are women. We hire as many women as we do men and, overall, do well at helping with the work/family balance. On paper we've left those stereotypes behind.
But this is a place where buying a house before tenure can still raise eyebrows and where most junior faculty are to be seen but not heard. When it comes to that all important tenure criterion -- being a good colleague -- gender still gets in the way.
You might think, resentfully or aspriationally, that the best thing to be is a golden boy. Not so. Sure, when they're assistants, golden boys are the top of the class. But remember, we're a liberal arts college in the Midwest, so golden boys are both flattering and threatening. They smell too Research I. It's like when someone more good-looking than you asks you out -- you can't shake the suspicion that you're being played. And while golden boys make the senior faculty look good (we hire the most promising graduate students) and never have any problem getting tenure, once they become senior, the gilt falls off quick. Suddenly they become washed-up middle-aged guys who never fulfilled their promise.
If you're in this for the long haul, then, it's a good soldier you really want to be, and what I now advise recruits become. Good soldiers are the meat on our bones, the soul of our institution, our bread and butter, what makes the place tick. They're married to the institution; they're, well, they're us.
Unfortunately, unlike becoming a bitch or a golden boy, becoming a good soldier requires work. Grunt work. Serving on committees. Going to student plays. Taking on new course preparations. Asking good questions at departmental meetings. It means raising your hand when the question is "who can help?" not "what should we do?" Good soldiers are in town when you are hosting a dinner for a speaker, and they keep their office doors open, should anyone want to chat.
When the tenure enclave commences, golden boys, of course, sail through. No rules are broken, but mediocre teaching and a few less articles than promised are overlooked. It's the period after tenure golden boys need to worry about. Rumor has it, the therapists in town see them a lot. Good soldiers, though, are rarely done deals come tenure review time. Service is no problem, of course; they've already entered the ranks, have perhaps already served a tour of duty as temporary chair or on a major committee. Superior teaching evaluations are required. Research is usually fine but not great (guess why?). However, having earned the love of students and lessened the senior faculty's workload for seven years, good soldiers will, usually, sweatily, receive their medals.
Bitches? We're tricky. We tend not to even make it to tenure. Some of us get better jobs -- we may not smell Research 1 on this campus, but we do on those. A surprising number leave academia altogether. A good number read the writing on the wall early -- unlike golden boys, bitches can't sail through, and the senior faculty let us know that in yearly reviews. So those who aren't producing quite enough, or never could find a comfortable seat in departmental meetings, make lateral moves before tenure. You might say that bitches are smart.
As for me, I spent a few years holding my tongue, raising my students' self-esteem and volunteering for thankless tasks. I was being good, if not exactly a soldier. Some of this, I freely admit, was salutary: I stopped fighting losing battles, learned the value of the phrase "buy in," and relaxed during debate-filled faculty meetings. knowing I wouldn't be contributing.
I made it through, and to those who sorted me upon arrival, earning tenure meant that I had, at long last, arrived. In the photocopying room one summer afternoon shortly after the results had been posted, a career soldier congratulated me, shook my hand and welcomed me aboard. "It's nice to have you with us," he said, seven long years after my arrival on campus.
Still, it's lonely. I miss my bitches. However, I'm also, suddenly, thrilled. I'm not washed-up, I'm not stuck in the mire of the foxhole, and I can finally say, without impunity, what I think this institution should do to improve, hold my students to high standards and pursue an independent research agenda. And isn't that, after all, what being a professor at a liberal arts institution is all about? Maybe being a bitch isn't all that bad after all.
Ruth Haberle is the pseudonym of an associate professor of English at a liberal arts college in the Midwest.
In my recent article, “Homeward Bound” ( The American Prospect, December 2005), I propose that the low representation of women at the highest level of the American government and economy is due in substantial measure to a steady stream of educated women deciding to leave full-time work. Recent analysis of the opt-out revolution reveals that the only group of mothers not continuing to raise their work-force participation despite economic ups and downs is mothers with graduate and professional degrees. Their numbers are flat and have been for several years. Their decisions matter because their careers, if realized, would be influential. Their decisions are a mistake because they lead them to lesser lives, by most measures, and because these decisions hurt society. And their decision is not freely chosen, even if they “chose” it, as it is made in the context of an ideology that assigns childrearing and housekeeping to women, an ideology that, interviews reveal, they themselves accept.The solution will not come from employers, who have no motivation to change economically productive behaviors, nor from the government, firmly in the hands of conservatives, who believe in the ideology. Instead, I recommend that women start by refusing to play their gendered role, preparing themselves for lives of independent means, bargaining from this position of power with the men they sleep with, only looking for help to more distant sources as a last resort.
The readers of this Web site would largely fall into my definition of highly educated people, even though academics do not normally earn salaries as large as similarly educated people in more conventional market positions. And this site has devoted substantial space to the subject of the advancement of women’s careers and the role of the reproductive family, which also inspired my American Prospect piece, reflecting a widespread debate in the academy. Does my analysis apply to the world of Higher Ed?
Straight off I confess I did not interview many academics or former academics. My data included the U.S. Census Bureau’s Population Survey, the media reports of anecdotal evidence, my personal experience as a university teacher, and my interviews with the couples who announced their weddings in The New York Times on three Sundays during 1996, which sample did include a couple of academic women. After I wrote, I reconfirmed my data against the findings of economist Heather Boushey regarding highly educated women, although her failure to break out full- and part-time work makes her findings of questionable relevance to mine. The academic literature, however, includes a rich trove of data about the matter. As one would expect from a world of researchers!
For example, the American Historical Association reported that although in 1988, 39 percent of assistant professors of history were women, 11 years later, as one would have expected some of that cohort to have raised the percentage of full professors closer, if not fully, to 39 percent, the full professor ranks were still only 18 percent female. In 2003 over 45 percent of Ph.D.'s were women, while only 36 percent of the hires at the University of California were women. Judith H. White writes in Liberal Education that “while in 1998 women made up 42 percent of all new Ph.D. recipients, the portion of women faculty in the senior tenured positions at doctoral research institutions had reached only 13.8 percent -- up from 6.1 percent in 1974.”
The same article reports that careful studies out of Berkeley show that academic women having children within five years of their Ph.D. fail at tenure vastly more often than men in the same parental position. Academic women who have children later succeed at tenure just as much as childless women do. But findings from the 2001 Journal of Higher Education ("The Relationship Between Family Responsibilities and Employment Status Among College and University Faculty") also suggest that the employment of women in non-tenure-track positions is attributable in part to their marital status. Although a smaller share of women than men junior faculty are married (67 percent versus 78 percent), being married increases the odds of holding a part-time, non-tenure-track position for women but not for men. This study suggests that married men faculty and male faculty members with children are also benefiting from their marital and parental status in terms of their employment status.
This is very valuable data. One of the hottest debates in gender politics today is whether women fail at work compared to men more because of workplace hostility and discrimination or whether they fail more because of their “choice” to take their financial support from their spouses and tend the babies or the husbands and the home fires. But common sense tells us that something besides marriage must be at work. Nancy Hopkins’ groundbreaking study of resource allocation at the Massachusetts Institute of Technology lifted the veil on an ugly part of what goes on -- plain old discrimination, conscious or unconscious.
In this, I suspect the academy is worse than the world of finance and medicine and the like where my research subjects had worked before they quit. While no sane woman I’ve ever met claims that there are workplaces completely free of sex discrimination (it is, after all, only 85 years since the 19th Amendment!), research on gender reflects that the arena for discrimination is greater where there is not a clear monetary measure of productivity. So the world of the research university is a perfect playground for subjective opinion, including ideas about women’s proper roles, conscious or not, and the powerful lure of autobiography in each hiring committee member’s inaccessible subconscious.
But you already knew that. Nancy Hopkins and all the others have been telling you that loud and clear for what feels like 85 years as well. Is that all there is? I think not. In American Prospect, I did a Larry Summers and said that the male dominance of influential jobs is partly due to elite women’s decisions to devote themselves to childrearing and housekeeping, an opting out that is not new, but has not subsided, either. Most of the Times brides I interviewed didn’t take their work seriously and had been preparing to bail for years before their kids came. My experience in a very liberal classroom was that a lot of the female students were already preparing ... to prepare to bail. And I said it was a mistake for the women to do that and that they shouldn’t be looking for help from Jack Welch or Tom DeLay. Aw, hell, nobody from the Harvard presidential search committee was calling me anyway.
Here again the academy may be different, but in this way, better. Women may not be as eager to leave academic jobs as their well educated sisters were to quit journalism, law and publishing. There are two reasons for this. One, the hours are better. While the business magazine Fast Company reports that a 60 to 75 hour work week is typical for business leaders, ladder rank faculty with children in the University of California study (according to their own self-reporting) worked 53 to 56 hours a week. Second, university teaching is really good substantive work, between the good students and researching things that interest you and making them real, even if just in a book (like some of mine) nobody reads but mom. So it’s understandable that women faculty are pressing universities to make it possible for them to have children and stay on track, through devices like extended tenure periods and the like. Moreover, the effort to extract help from the workplace may succeed better at Harvard than at General Electric, because, when clear, objective programs are proposed, nonprofits like Harvard are not up to their eyeballs in the Hobbesian world of globalized late capitalism, so it’s easier for them to yield a little.
But in the end, it’s a fundamental mistake to ignore the gendered family in favor of putting so much emphasis on institutional programs or policies. The University of California reports that young faculty women with children work 37 hours a week on family care; if they are 34—38, they work a self-reported but staggering 43 hours a week on family care. Young dads work only two-thirds as much (25 hours); in the 34--38 age bracket the gap is even higher -- dads work half as hard as their female counterparts. No wonder, when the University of California proposed one of the many initiatives surfacing nationwide of flex time for tenure decisions, 74 percent of women with children supported the policy, but only just over half the men did. The statistics exactly mirror the difference between the dads’ family care hours and the mothers’.
Commentators on the California plan worried about the reduction in faculty productivity, especially in teaching, and the substitution of increasing numbers of serfs from the non-tenure track. Where such policies exist, it is overwhelmingly the women who take advantage of them. Stopping the tenure clock is one thing, but, as one of the commentators also asked, what will the promotion committee do when, years later, it looks at a CV half again as long for the man as for the woman? The women’s own reports of their domestic arrangements clearly show that the main guy in an academic woman’s path may not be Larry Summers after all -- he may be her own husband.
Here’s an answer to the commentators who worried about the reduction in faculty productivity and the length of male résumés. Since young faculty fathers spend two-thirds the time on family care that mothers do, why not simply require faculty fathers to produce half again as much (teaching, scholarship, whatever) at each step of the way that the faculty mothers do, rather than lowering the requirements for the women? Demanding of these pampered fellas that they work as hard, over all, as their female counterparts do would add a salutary dash of reality to their perceived superiority to women in the workplace, level the playing field and create some job opportunities for ambitious women who want to do a little extra. A modest proposal. In the end, I contend, the workplace will never be a substitute for women standing up for what they need in the reproductive family. It’s not only the tenure clock that’s the villain here; it’s the guys on the couch 12 hours a week while faculty mom does the wash. As Mothers’ Movement Online’s Judith Stadtman Tucker said in an interview, “Women will take on the worst bastard in the world rather than ask their husbands to help out.”
A final note. When my American Prospect article was linked over to some of the many Stay at Home Mom Web sites, it generated a lot of commentary like “fuck you,” “you make me want to vomit,” “oh, puhleeze,” “she’s only looking for a book contract,” and similar well-reasoned responses. A brief look at the sources of these contributions to the discussion of this important issue revealed an alarming number of them came from retired or active female academics. I’m all for free speech, and I hope people who disagree will offer their views and critique my ideas, but a professional Web site like this one is normally blessedly free of such empty calories. I hope such will be the case again here. This is too important an issue for tactics like that.
Linda Hirshman retired as Allen-Berenson Distinguished Visiting Professor of Philosophy and Women’s Studies at Brandeis University.
The abuses placed upon adjunct faculty members by college administrations are legion, long-standing, and not likely to lead to change anytime soon -- despite intermittent committees, activist organizations, and other groups of well-meaning but naïve educated people. Still, hope blooms eternal and the forces of justice press onward. I am not about to add to that fray, but rather, will reflect upon a higher caste of faculty. How much higher, though, is up to debate.
Administrations rationalize their un-evenhanded -- at times underhanded -- treatment of the one or two or three section per term laborer by saying that he or she is probably enmeshed in graduate work, and the adjunct experience is a fine training ground for future full timers. But what of that group designated as non-tenured full-time faculty: Those with the one-year contracts with no promise? They labor on without the dream of a full-time job, for they already have one. In fact, in many cases they are worthy enough to receive a full plate of benefits: A job with a health plan, full-time status, and office space commensurate with that of (can we dare utter its name) an associate professor?
Yes, these are good things. If not an answered prayer for an academic, at least such a position may appear as a sign of one. But the academic fine print and the job market challenges this purported academic coup. For while the adjunct may dream of tenure-track possibilities when the dissertation is done or that refereed journal cherry picks his or her article off the crowded transom, what dreams does the year to year full-time teacher have?
For half a decade the door of my office in the humanities department was located at 45° angles to two others across the hall, forming an invisible equilateral triangle. From this vantage point, I witnessed the injuries of cast and class of this species of scholar. One office was easily visible by a leftward turning glance. It was inhabited by an associate professor; the office further up was apportioned to a full-time non-tenured year-to-year man. While the geometry was ineluctable, the effects upon these two professors -- equally matched in education, competency, and age -- was all too palpable. As the months and years went by, and the mien of the overworked scholar grew wearier, I recalled an essay by Isak Dinesen wherein she lamented the suffering of oxen, who because of the insensitivity of the farmers to notice how poorly designed were the creatures' wooden collars, doomed the poor animals to a lifetime of suffering. On the other hand, the harness designed by the administration in funding the non-tenured position was a sophisticated, bureaucratic one, albeit devoid as well of any empathy to relieve the stress of this educated beast of burden.
The associate professor would jauntily enter the department domain in good cheer, spotlessly attired in a gray suit, well-groomed hair, and freshly shined shoes. While her job duties may not have been those of a managerial professional in the business world, her appearance would pass muster without a thought in the corporate corridors. She differed from her counterparts in business, however, since she needed make her appearance only twice a week. She taught two classes -- both "upper level" -- and dashed about the hallways as if her requisite time at the institution was something of a novelty, even an adventure. Not so the faculty member whose office abutted hers. He walked with a slow slouch. His demeanor reflected the toll of his job was heir to. His face poorly hid the toil of teaching twice the number of sections and grading hundreds of freshman compositions: first drafts and final. On occasion he could summon up a smile or a retort. But it was clear these were temporary anodynes, and even though his contract went from year to year basis to a guaranteed two-year stint, his reward for his labors were as threadbare as were his clothes.
He was friendly to his neighbor of higher status as she was congenial with him, although I could not help but notice a mote of resentment settle in his eye and a subtle gritting of the teeth from time to time as he turned from a brief interchange with his colleague back to his office. Eventually I noticed other subtle signs of unsucessful attempts at hiding his discontent. When new candidates for tenure-track positions were interviewed, he’d often show up and cordially inquire about their views on teaching or ask pertinent questions regarding their experience. However, I had the troubling feeling this was a pose, that beneath his professional stance, there stooped a disheartened soul that cringed at the idea the next academic year would bring in a new faculty member with higher rank than his. Why he did not apply for these positions himself is a mystery. He certainly seemed to have the qualifications. Perhaps after so many year-to-year years, he believed he had been apportioned his lot. Was he a representative of a new millennium academic Uncle Tom?
As for the professor who resided beside him during those years -- the one who kept bankers' hours -- it never seemed she was aware of the irony of being placed so geographically close yet so professionally apart from him. I suspect, however, she was grossly unmoved or unaware of the life on the other side of the thin slab of sheet rock that separated them.
There is an old adage that the three best things about college teaching are June, July, and August. This seemed to be the case for the solidly tenured half of our duo. When the first inklings of summer tinged the end of the academic year with warmth and greenery, she was off to parts unknown to the rest of us. But for her counterpart, these months were filled with summer teaching assignments (as many as could be legally and logistically taken on). Which led to another irony of academic life. Since the year-to-year contract covered only nine months per annum, summer school pay was lowered to an adjunct's compensation. So, as is the case with bureaucracies such as certain local governments, operations that exist outside the law, and corporate whistleblowers, it seems for the non-tenured faculty, no good deed goes unpunished.
Izzy Academic is the psuedonym of a writer and college teacher who resides on the East Coast. His previous column recounted the visit of a famous writer to a college where he taught.
As we celebrate the legacy of Martin Luther King this week, we recall his famous wish that Americans be judged by the content of their character, rather than the color of their skin. How are we doing in fulfilling that dream?
Well, I am amazed at how frequently I will read a news article in which a school district or college will declare that it is essential to hire more teachers of this or that skin color or national origin. The faculty must mirror the student population, we are told, and students of each race and ancestry need “role models.”
Two recent examples: The Indianapolis Star ran an article headlined “Schools intensify hunt for minority teachers,” with the subheadline “Metro-area districts struggle to make faculties mirror growing diversity of student enrollments.”
Likewise, the Leadership Alliance -- which is a coalition of 29 higher-education institutions that was established 13 years ago to bring more minority students into mathematics, science, engineering, and technology -- held a conference in Washington. At the meeting, speakers cited the “need to increase the number of faculty of color who can serve as role models.”
One more example, that came across my desk as this piece was being edited: The Boston Globe ran an article about Randolph, Mass. headlined, “To reflect students, town woos minority teachers.” The school committee chairwoman was quoted: “It’s providing role models for the kids.”
It is understood that, in order to achieve this greater diversity, skin color and ethnicity will be considered in the recruitment and hiring process. And so, inevitably, some candidates will be given preferences, and others disfavored, because of these external characteristics. It cannot be denied: If race is given weight in the search, then you are no longer looking for the best candidate, regardless of race.
I’m amazed at the news stories because the role model justification for hiring preferences is so clearly (a) illegal and (b) bad policy.
And, really, they shouldn’t even need a lawyer to tell them that the role model approach is wrong.
For starters, universities, colleges, and schools should ignore skin color and national origin and simply hire the best professors and teachers they can. Period. It’s hard enough to get competent teachers at any level without disqualifying some and preferring others because of irrelevant physical characteristics.
Show me a parent who would say, “I’m willing for my child to be taught by a less qualified teacher so long as he or she shares my child’s color.” As for research and writing, hiring anything less than the best qualified minds will inevitably compromise the school’s or college's academic mission.
Second, it is ugly indeed to presuppose that one can admire -- one can adopt as a role model -- only someone who shares your skin color and, conversely, that a white child could never look up to a black person, or a black child to a white person, or either one to an Asian or Latino or American Indian. Does this also mean that men cannot admire women, or a Christians admire a Jew, or the able-bodied admire someone in a wheelchair?
When President Bush was asked who he wanted to grow up to be when he was a boy, he replied without hesitation, “Willie Mays.” And why not?
Third, the notion that our schoolteachers and professors must look like our students leads into some very undesirable corners.
As Justice Powell wrote in Wygant, “Carried to its logical extreme, the idea that black students are better off with black teachers could lead to the very system the Court rejected in Brown v. Board of Education.”
And if you have a school district that is all-white, does that mean that it is all right to refuse to hire blacks? If you have a school district that has no Latino children, does that mean you should avoid hiring Hispanic teachers? And if your school district’s students are only 5 percent Asian, should that be your ceiling for Asian teachers?
Likewise, are Idaho universities entitled to avoid hiring African Americans, Maine colleges Latinos, and Nebraska schools Asians -- to ensure that those states’ natives are not taught by someone who may not look like they do? Should Ruth Simmons have been disqualified as president of Brown University, on the grounds that she is an unsuitable role model for the white male students there?
Yes, sex will rear its ugly head, too.
Schoolteachers remain a disproportionately female profession, but students include as many boys as girls. Does that mean that schools ought to be granting a preference to men when they hire faculty?
The truth of the matter is that the “role model” claim is just another made-up excuse to engage in the politically correct discrimination that is so fashionable among so many of our so-called educators.
This discrimination is illegal, unfair, silly, and harmful. Whenever a school is distracted from looking for anyone other than the best possible teacher, it is in the end the students who will pay the price. Hire by content of character, not color of skin.
Roger Clegg is president of the Center for Equal Opportunity.
When I returned to my university the week before the spring semester started, the door across the hallway was closed and locked. As I watched colleagues quickly walking down hallways, I wondered why Dr. R. was not joining us in our last-minute preparations. Our departmental secretary enlightened me, "Oh, he took another position at a university a few hours south of here." Refusing to meet my eyes, she continued, "He was on contract, but I suppose that didn’t mean a thing to him." She waved her hand and walked away.
Later that afternoon, I heard that a sociology professor on the tenure track had also left our campus for greener pastures. With mixed feelings, I silently congratulated my colleagues on furthering their career paths -- and wondered if professors really are as self-centered as administrators think we are. Sitting in my tiny cube office, I pondered. Yes, I am intensely loyal to my academic discipline. But I do invest with the institution that pays my wages.
I worked for six years at a community college that not only declined to interview me for full-time positions, but also never guaranteed me work. In the last four years I worked there, I also worked on committees to shape curriculum and install a college-wide common exam. True, this committee work helped my CV, but I felt guilty working to develop professionally while many adjunct friends simply could not afford the time. For most academics, getting ahead is important. Yet administrators continue to assume that this is always at the expense of the current student population. We soon become defined by our investment -- not our expertise.
David Riesman, the late sociologist best known for The Lonely Crowd, was the first to define this split well. Those who identified with an institution and student population were "locals." Those who were married to their discipline, but not to an institution were "cosmopolitans." Beyond this simple classification, many have studied differences within these groups -- and groups that have been overlooked.
Adjuncts aren’t even in the mix. Everyone understands when an adjunct takes another job: one-year contract, three-year contract, visiting, non-tenured -- anything. At best, adjuncting can be a ticket into an industry overloaded with qualified applicants. At worst, it's a decade (or two) of poor pay and painful schedules with no pay off. Adjuncts often receive no training and absolutely no support. With the constant threat of poor student evaluations and grade reviews, part-timers may feel compelled to water down the curriculum and deliver only the most student-pleasing assignments.
When a tenured instructor’s class does not fill, it is the adjunct who is penalized. Last-minute cancellations and changes create constant worry and chaos for professional adjuncts. Often they are forced to take non-academic positions just to pay the rent or mortgage. More often than not, they do not even receive a courtesy interview from their “home” campus. After investing years (or even a decade) at an institution, they are often forced out when out-of-state applicants take positions that adjuncts themselves are qualified to fill.
One online friend advised me, “Do not begin to identify with your institution. You are hired help. The institution has no loyalty to you.” Because adjuncts suffer the worst circumstances and receive the emptiest promises, no one is surprised when they walk away for a full-time position -- whether it’s a visiting position, a temporary contract, or a tenure-track job in a less-desirable location. The adjunct simply cannot afford to stay.
Contract instructors suffer, too. Working full-time without tenure or hope of tenure can motivate contract employees to take any position that promises more -- whether or not that promise delivers. At a small, private university in the suburbs of Northern California, a business professor gave me the skinny on his situation: “Oh, sure, when I applied for this visiting job, they promised that a tenure-track job would be opening the next year.” Sighing, he continued, “But I found out that was a lot of hooey. They said that to every person who made the cut.” By the time he’d relocated his family 1,600 miles and started his second semester, he’d found out the truth. There was no tenure-track job for him -- or for anyone.
In fact, institutions often make vague promises about funding, salary increases, better benefits and even permanent job status with the hope of hiring more qualified applicants at a lesser wage. The untrustworthy campus or department, of course, is careful that this information never appears on paper or in e-mail -- giving the applicant no recourse when the money (or position) doesn’t appear. Most experienced professors know that if it’s not in a contract or letter of offer, it’s not real. Yet some applicants, enticed by verbal promises during a second interview on campus, may take a position that doesn’t look as good on paper. It’s simply too seductive to refuse.
And then there’s the “sham search.” A faculty member at a university in the Pacific Northwest waited nine years for a tenure-track job to materialize in her scientific field. One year, her teaching garnered an award by the provost. And each year, glowing student and peer evaluations filled her file drawer as she kept reapplying for one- and three- year contracts with the dean. Promises by hiring committee members had her hanging on, year after year, until the unthinkable happened. They did hire for a tenure-track position in her department; but they did not hire her.
Unbeknownst to the contract employee, the department chair had been grooming her own protégé. He had been a former student and fellow graduate school alumnus; in effect, the job had been his all along. My friend, who had served her institution with a loyalty everyone admired, found herself without a job within a semester. Although she has been able to pick up a few courses as an adjunct, she has virtually lost all of her contacts, her colleagues, and her friends. Misused and exploited, she confided that she doesn’t know if she will ever really be able to completely emotionally invest in a campus again -- even if she lands a tenure-track position.
Although administrators often accuse academics of moving solely for increased salary, funding, research opportunities or location, there are other qualities that make a position livable. One tenure-track instructor at a large community college on the East Coast confided, “They would dump me in a nanosecond if it became convenient to the institution’s goals.” She told me that it was not just the lack of funding and inner-circle favoritism that has forced her to start applying to positions out of her area -- in fact, it was her campus’ poor treatment of adjuncts and contract instructors that left her cautious. Even with her protected status, she believes that her campus will not support her. Worse, budgets had been cut again; departments had been collapsed and combined with horrific results. She has started looking for another tenure-track position, “I really hate feeling like a commodity that falls to the highest bidder but to be honest, until I find a campus that is worth my investment, I will be looking.”
A colleague in the Mid-Atlantic has told his tenure-track protégé, “Even if you get tenure, don’t stop thinking of yourself as a potential candidate. Channel that energy into publishing, mentoring, developing new classes, and getting funding. It’s a Darwinian system; the most productive will be most rewarded.” And this physical science professor is right. With an industry moving more and more into a “student as consumer” mode, postsecondary instructors need to work smart. In the past, we may have had to learn to adapt to unlivable situations. Now we find that we need to continue to develop professionally -- not just to benefit our student population and campus, but to also keep ourselves marketable. Just in case.
Yet, many instructors I’ve observed are not only invested in their own careers. Untenured professors often invest heavily in their own campus. A contract colleague of mine in speech holds a dozen office hours a week and extends his availability when students can’t make those times. Every other Saturday, he e-mails his students to let them know he’ll be at a local café for two hours -- and often stays three hours to accommodate the panicked freshman crowd.
Two adjuncts I know sit in on committee meetings at a local community college and work to develop curriculum. One offers suggestions on her area of expertise. After developing an elective for the campus, she has copied her notes and handouts for full-time professors who are often asked to teach the course. “I could be bitter and hold out,” she tells me, “but the students would be the ones to lose out.” Every two years she is allowed to teach this specialized course -- and she relishes the experience.
A veteran contract instructor at my current university proctors exams for minimal pay. She is often called in at the last minute when tenured professors can’t make the specified date and time to give an exam. Smiling, the contract instructor told me that she found the time with students “surprisingly relaxing.” Her serene influence touches the exam-takers; they often seek her out and take her courses the following semester.
An adjunct I know at a technical college in the Pacific Northwest sat in on several grueling sessions with tenured professors to assess students’ writing. I suspected he was simply networking during these “norming” and grading sessions. I was wrong. The greatest value, he said, was in actually being able to see exactly how senior professors were grading students. Adjusting his assessment tools (and expectations) has helped him feel much more confident teaching. He has since helped refine the rubric used to assess writing -- and applied this knowledge to his own courses. Although I can’t assume a cause and effect relationship, he e-mailed me this week to tell me that he has been invited to interview for a full-time position at his campus.
I know that investment is good. It’s good for professors, for students, for administrators, for research, and for the campus climate. In her paper, “The Humanist on Campus,” presented to the American Council of Learned Societies in 1998, Judith Shapiro claims that transient academics weaken the campus system. Although their local counterparts may be idealistic and occasionally intellectually stilted, the campus needs both. Bringing together the best of the local and the cosmopolitan is ideal. This not only requires a tremendous investment on the part of faculty, but on administrators as well. Accountability on both sides may help shape a campus that invites investment from both students and faculty -- and offers the stability necessary to breed original thinking and research.
Shari Wilson, who writes Nomad Scholar under a pseudonym, explores life off the tenure track.
Submitted by Jeff Rice on February 20, 2006 - 4:00am
In several online educational columns, various blog posts, department meetings, and graduate education advice, we repeatedly hear the dangers of blogging. Blogging will ruin your career! Blogging will prevent you from getting a job! Blogging will ... fill in the blank. In a 2005 Chronicle of Higher Education column that received widespread attention from online readers, blogging critic "Ivan Tribble" argued that openly sharing one's views or one's life with the world can only have detrimental consequences for aspiring educators. Tribble wrote: "The pertinent question for bloggers is simply, Why? What is the purpose of broadcasting one's unfiltered thoughts to the whole wired world? It's not hard to imagine legitimate, constructive applications for such a forum. But it's also not hard to find examples of the worst kinds of uses."
Too many academic bloggers have taken Tribble and similar commentaries seriously. Technorati, the blog search engine, lists 264 weblogs linking to (and one assumes commenting on as well) the initial Tribble column. It's not a trivial number considering the small amount of academic bloggers writing and the even smaller number of humanities-academic bloggers on the Web. The latter was the focus of Tribble's diatribe. Tribble's intense reading is not alone nor the anomaly. Most notable among other warnings regarding blogging is Forbes magazine's October 2005 cover story "Attack of the Blogs." Written by Daniel Lyons, the essay transformed blogging into an economic heavyweight whose influence far exceeds normal market and political forces. Beware of the blogs, Lyons cautioned. They will destroy your business!
More worrisome than this trepidation over blogging (i.e. whether these warnings are accurate or not), however, is the general seriousness that has immediately encased a fairly novel form of writing. By "seriousness," I don't mean the investments and concern we place in our work; instead I note the over-hyped heaviness centered on this one particular type of writing. That heaviness can be overbearing. It turns online writing into either an obligation or a burden; either way, writers act as if they are trapped in this medium they have chosen to work in. The two brief examples I just alluded to are not the only attributes of the seriousness weblogging evokes. A quick glance at Inside Higher Ed's "Around the Web" section reveals a majority of blogs linked to whose writers are identifiable only by pseudonyms: Wanna Be Ph.D, Angry Professor, Anonymous Professor, La Lecturess.
These "names" do not reflect the general tendency in digital culture to adopt alter-egos (as in hip hop culture) nor do they reflect the altering of one's name for easier and more likable recognition (as in Hollywood screen names) nor the postmodern play of identity (as in Philip Roth's novels). Instead, these names re-enforce the burden of seriousness which has overtaken academic blogging. Writing a blog under a pseudonym is usually an argument that the only safe way for an academic to write publicly is to write anonymously. Our thoughts about students, grades, internal policy and even our private lives and interests can never be revealed to our colleagues or future colleagues or we risk losing all we have worked so hard for! As one anonymous writer states about her decision to stop blogging: "The only reason I'm in this predicament is because I've been terrified of people knowing who I am. As much as I've dealt with my 'real' identity being revealed to a few people, I've also been really afraid of the consequences of being a 'real' person in the blogosphere. And so, I thought, maybe the solution is to come out -- to just write under my "real" name, to tell people in my real life that I blog. As I thought about it more, however, it seemed to me that to write under that name is no solution, ultimately, because it would limit my writing here in the opposite direction."
I don't want to rehash the pro/con argument regarding blog pseudonyms or anonymous blogging in general. Instead, I draw attention to how serious both the critics and supporters of this kind of writing take its activities. Lost in this seriousness are a number of quite amazing things blogging has provided writers: ability to create discourse in widely accessed, public venues, ease of online publishing, ability to write daily to a networked space, ability to archive one's writing, ability to interlink writing spaces, ability to respond to other writers quickly, etc. That over a million people of various ages and writing proficiencies have taken up blogging so quickly speaks to its attractiveness and novel nature. Indeed, all new genres of writing spurred on by technological innovation create new opportunities for expression. Always there exist doubters, but seldom do the adopters themselves express as much seriousness and trepidation of the very medium they use as their opponents do.
The consequences of this seriousness can be quite problematic, more problematic than whether or not a reader will take offense (or even retribution) at one's postings. The consequence of this seriousness is stagnation. When we become too serious about novel ideas too quickly, we deny ourselves the ability to experiment with and develop the very innovations in communication we are attracted to in the first place. In turn, we replicate processes already in circulation; i.e., we maintain a status quo and fail to explore possibilities raised by the new medium. One hears that stagnation in the repeated refrains of "fear" pseudonymous bloggers express or the tropes of general complaining many pseudonymous weblogs turn out. One hears that stagnation in Tribble's own cliché reading of the job market or what digital writing entails. On hears that stagnation in Forbes' model of economic competition.
If we have too much seriousness, nothing new occurs. One might imagine what would have happened to the future of the essay if Rousseau had contemplated and feared negative public response to his love of self-pleasure and resisted exploring his emotions in such a way (i.e., if he doubted whether self love would be a "serious" topic). Or what if Cervantes took the "novel" form of the novel so serious that he could not mock his own novel's origins and purpose, as Don Quixote does in its beginning pages? Would this medium be the same as it is today?
To break this sense of seriousness, academic bloggers would benefit by engaging with the potentials this medium offers writers and by allowing themselves the opportunity to experiment. In a professional environment like ours, where experimentation is typically admired elsewhere (poetry, fiction) and downplayed in our own practices (exams, dissertation writing, outcomes statements, academic publishing), finally academia has the opportunity to play with digital form, content, and genre in ways previously denied because of the difficulty of learning hypertext or setting up webspace on university servers.
Some of the most provocative and exciting weblogs are, in fact, those that experiment with content and form: Boing Boing's daily juxtapositions of Internet oddities and current events, Warren Ellis' s explorations of fetish, comic book culture, sci-fi, and related topics, Oliver Wang's Soul-Sides, an archival replay of forgotten soul tracks (and which incorporates music into the blogging experience), dETROITfUNK's photographic exploration of Detroit's ruins, forgotten sites, and surprising charms, Wonderland's mixture of game related and consumer items, and Drawn's highly visual, daily updates of cartoon and graphic art developments are but a few blogs functioning in a fairly experimental manner. By experimentation, and not by seriousness, they explore how blogging may change or enhance their interests. That they are not academic is worth noting if only for the lack of seriousness they apply to their existence and their willingness to break conventions. We, in academia, might learn from them. We might learn how to simultaneously be serious about our work (i.e., to be invested) while not allowing that seriousness (heaviness) to be overbearing.
My own blog, Yellow Dog, attempts to engage with the experimentation blogging affords as well as to produce a lighter sense of seriousness. In my writing, I mix personal narratives, imaginative encounters, academic work, critical commentary, humor, Photoshop imagery, multiple personalities, and other items in an effort to generate a space which is both professional and playful. I am serious about what I do; but I am not overpowered by seriousness. Yellow Dog is not a model, but one effort to think about a new medium while actively working with that medium. What Yellow Dog does not do, and what my overall point of this short piece is trying to convey, is resort to a sense of super-hyped seriousness; a stagnation that fails to move our ideas, work, and sense of experimentation anywhere. I can name other academics who have also chosen to place "seriousness" aside in favor of play and experimentation: Jenny Edbauer, Derek Mueller and Collin Brooke are but three. Serious bloggers might take heed of such writing and think about how their own sense of seriousness limits their interaction with the new medium of weblogging. As Roland Barthes famously noted, there is a pleasure of the text. To that we might add the pleasure of online activities in general, engagements which do not always have to be placed in the realm of super-seriousness.
Jeff Rice is assistant professor of English at Wayne State University, where he teaches courses in rhetoric, writing, and new media.
Submitted by Dean Dad on February 21, 2006 - 4:00am
OK, a thought experiment.
Although tenure is still around, it seems clear to me that it’s on its way out. Higher ed hasn’t really had an open, honest discussion about that yet -- denial is one of our talents -- but it’s hard not to notice. Right now we honor tenure in the breach, by saying all good things about it while simply replacing retiring full-timers with adjuncts. It seems to me that this strategy has a natural limit. We need full-time faculty, but do we need tenured faculty?
In the corporate world, “at will” employment is the normal default mode. Under “at will,” employees can be fired at any time for any reason, or no reason, with a few legally defined exceptions (racial discrimination, say, or absence due to jury duty). “At will” is a pretty good description of the bottom of the occupational ladder, but in the credentialed ranks, there’s usually a brief probationary period followed by a system of graduated warnings. If you do something badly wrong, first you get an informal spoken warning, then a written warning, then some sort of sanction, then termination. (Layoffs are another matter, since they’re about reducing headcount rather than addressing individual performance.)
“At will” strikes me as inappropriate for professors. The subject matter expertise required of faculty is usually quite specialized, and no rational actor would undertake such narrow specialization without some reasonable expectation of still having a job next week. Given the realities of course scheduling and the nature of semesters, it’s just not realistic to assume that people can be fired on Wednesday for looking slovenly on Tuesday. Nor would it be any way to run a college.
Tenure certainly meets the needs for security and predictability, but it does so by granting impunity and saddling a college with immovable costs for the life of the employee. (It used to expire at 70, which struck me as more than fair, but now it expires at death.) As any academic manager can tell you, once people have tenure, they’re almost completely unaccountable for their actions. Give large numbers of people absolute immunity for decades on end, sheltered from economic reality, stuck with the same peers for 30 years, and some very weird behaviors come to the fore.
(For a while, my family lived in Ann Arbor. One of our favorite games when we went downtown was pointing to badly disheveled men and asking “homeless or faculty?” Sometimes the only way to tell was to see if the shiny aluminum thing they carried was solid or foil. Even then, you couldn’t really be sure.)
Worse, locking a group in for decades on end has the unintended side effect of locking new hires out. In my academic field, for example, my current college’s last hire occurred during the Nixon administration. He’s still here. I’d venture to say that the field has moved forward since then, but you wouldn’t know it here.
When I’ve tried to engage faculty friends in this conversation, they’ve uniformly reacted with horror. “I’ve killed myself for years to get tenure! Don’t take it away now!”
Well, exactly. I don’t think tenure is the solution to abuse. It’s a root cause.
The labor surplus in academe is not new. Why does it persist? Why do smart people keep crowding into a field with relatively few jobs, shockingly low pay relative to its training period, and absolutely no idea where it’s going? Sure, teaching is fun, but lots of things are fun.
I think the siren call of tenure is the culprit.
Tenure creates a do-or-die moment 15 years into a career. What other profession has anything even vaguely like that? At least in law firms, if you don’t make partner, you have the option of putting out a shingle and starting your own practice. Most of us can’t afford to start our own colleges. After years of extended graduate training, some post-grad-school bouncing around, and more years of tenure-track teaching and writing, you are either set for life or summarily fired. No wonder people are edgy!
Colleges have responded to increased cost pressures and a huge and enduring labor surplus by raising the bar for tenure for the lucky few on the tenure track. To my mind, this pretty much guarantees increased burnout. People who’ve lived monastically for 15 years and finally get tenure often effectively retire on the spot. They start paying back the other parts of their lives, which makes individual sense, but no institutional sense.
There’s an obvious alternative out there. Every administrator I know, when pressed, admits that the alternative is better. A surprising number of tenured faculty, when pressed, admit the same.
Long-term renewable contracts.
Hire full-time faculty to 3-to-5 year renewable contracts, with annual performance reviews. (I could imagine the initial hire being for 3 years, with subsequent renewals for 4 or 5.) It’s far more secure than anything in the corporate setting, and it allows for predictability of scheduling, in-depth course preparation, and the like. But it doesn’t allow for someone to throw in the towel at 40, and self-righteously suckle at the teat of the college for another 35 years. It would give faculty some sort of stake in the success of their programs, since contract renewal times would be natural times to make adjustments reflecting changes in enrollments. It would allow for more turnover than we have now, which means more hiring of new people.
Some might argue that post-tenure review already accomplishes this goal. It doesn’t, and it can’t. At my college, tenured faculty are reviewed on a multi-year cycle. As one of them (correctly) put it to me, I can write that they feast on the entrails of the innocent and it wouldn’t make any difference; they still have tenure, and raises are contractual and across-the-board. Other than hurt feelings, they’re bulletproof.
(Before I get barraged with “easy-for-you-to-say” comments, I’ll disclose that my job is on one-year renewable contracts, with annual performance reviews, and without tenure. I don’t even have a faculty position at my current school, despite having a Ph.D. in an academic field and having reached the associate professor rank elsewhere. So I’m not proposing anything I wouldn’t gladly accept myself.)
Most faculty, I would predict, would get renewed easily. (That’s what happens at Duke University, which uses a system like this for its "professors of the practice.") But those awful 10 percent at the bottom (the ones who use two sick days a week, or who just go AWOL without even calling in, or who last bothered updating their courses sometime around the bicentennial) could be dispatched and replaced by people who really want the job. They couldn’t just hang around and spread bitterness for decades on end.
Good new people would actually have a chance to break in, students would be spared the worst of the worst, and colleges could actually start to focus on performance. With the siren call of tenure muted, the rush to graduate school (and the resultant labor surplus) would gradually subside, bringing us closer to market equilibrium (and forcing better salaries).