I have been writing about the way that changes in the institutional mission and cultures of universities has produced greater fissures between faculties and their managers (Deans, chancellors, etc.) and the way that manifests in a set of perverse "lessons" (How Not to be a Dean--A Set of Perverse Lessons
Yet faculty are not innocent bystanders in these great transformations and the resulting reshaping of academic governance cultures. Indeed, in some sense, faculty may themselves be the most important drivers of changes that increasingly see them shut out of governance except in episodic and well controlled ways. They are their own worst enemies when it comes to the protection of shared governance--and their cultivation of cultural bad behaviors will contribute greatly to the passing of shared governance int he coming decades.
Faculty, like academic middle managers increasingly find themselves in a bind. But unlike the bind that traps academic middle managers--torn between the academic culture of the professorate and the corporate cultures of senior management--faculty are torn between two quite distinct trends that produce bad behavior. On the one hand, faculty see themselves increasingly threatened on a personal level where advancement is viewed as a zero sum gain within a faculty (that is a faculty member can rise only by an equal downward movement by one or more colleagues). That sets up hyper competitive cultures that erode both cooperation and civility. Second, faculty collectively see themselves threatened by productivity cultures grounded in assessment. To the extent that "stars" drive baselines for productivity, it becomes collectively rationale to enforce (informally) a set of norms that compel all faculty to produce toward the average. These contradictions in academic culture for personal and collective action, in turn, require the cultivation of sensibilities that draw faculty into increasingly adversarial relationships with each other, but also necessarily into more opportunistically servile relationships with middle managers.
Like their middle managers, most faculties navigate this contradiction in time honored fashion. They develop a rhetorics of solidarity among themselves seek personal advantage in a culture that one cannot win without another losing. These contradictions, of course, are heightened in a "mixed" faculty, with tenured and fixed tern faculty sharing governance responsibilities. As a consequence, the modern university is witnessing an interesting trend--fracture among the faculty where cultures of "you eat what you kill" are increasingly cultivated, and growing solidarity among managers who increasingly share a distinct but coherent culture and its quite distinct approach to the management of the production of students through a transnational web of knowledge dissemination and production.
What contradiction produces, of course, is another trend--as faculty solidarity dissipates, so too does effective participation on shared governance. The incentives grow for individual faculty members to sacrifice shared obligation in the protection of individual interest--not against administration but against their own colleagues. And to the extent that collective action is still feasible, the trend produces both inertia and conservatism--a drive toward the average that then shifts innovation (and effective governance) from faculty to the administrators.
In that context, it may be necessary to begin to think about the ways that these fissures show up in the techniques of faculty (self and shared) governance. This post considers some of the most interesting and telling examples of the perhaps inevitable bad behaviors that faculty might fall into as incentives induce behaviors that ultimately contribute to the transformation of faculty from an active participant in the operation of the university to a passive factor in the production of exploitable value to the university. It is put together as a set of lessons for the young faculty member on the emerging rules of navigating faculty interaction in governance, the effects of which are likely to be the opposite of what is intended.
Let folly reign again!