Our working definition of faculty service is less than useful. Service is in part defined by the reward system for many faculty that privileges scholarship over teaching and service; and yet, this reward system perpetuates an attitude toward service that renders this dimension of academic labor far less meaningful than it might be.
In his most recent post, Mike Branch reminds us, “there will always be substantial parts of an academic career that are unpleasant. Those parts are the job, the part we do to earn a paycheck and not because it is inherently fulfilling.” Mike also makes an observation about the enormous privilege many of us have in academic institutions to pursue “the work—which Henry Thoreau called ‘morning work,’ John Muir called ‘natural work,’ and Gary Snyder calls ‘real work.’ This is the work that matters most,” Mike writes, “that speaks directly to our ethical, aesthetic, and intellectual values.”
But in a 2010 blog post “Counting What Counts” that Mike contributed to Stay ing Alive he cautions us to consider “the extreme circumscription of what counts” as faculty work and the “harmful effects” of this narrowing “that are substantial and often unrecognized.” Mike argues “definitions of professional success that devalue service to a community obviously promote corrosive forms of self interest.” He then calls on Emerson to help articulate a model of professional commitment that does not fall into the zero sum game of institutional life:
I maintain an Emersonian suspicion that most large institutions, often working under the banner of standards and assessment, ultimately tend toward real (if often benign) forms of control—that they tend toward a narrowing rather than an expansion of what counts—with the consequence that they become constraining, bureaucratized, or moribund. I don’t believe, as some do, that the problem is the solipsistic careerism of the professoriate, or that research universities are fundamentally ill-conceived. I do believe that, for a number of reasons that are considerably less compelling than they may at first appear, we have allowed our understanding of professional success in the academy to become far too limited. As Emerson wrote, it is “as if one looking at the ocean can remember only the price of fish.” We desperately need to nurture recognition that there are many different ways to think, write, teach, and serve, and that many varied forms of professional activity and achievement are meaningful, meritorious, and worthy of our respect and support.
I too rely on Emerson when it comes to institutions. At the same time, I have found profoundly useful a document published by the MLA over twenty years ago, a document that offered me a productive space to think more carefully about the professional life I was hoping to pursue. Reintepreting Professional Service made a case for intellectual work less confined to professional hierarchies and more sensitive to the need for generative faculty participation in that area of our jobs we call “service.”
A couple of years ago I pulled together some thoughts about what institutions call “service” for a group of new faculty at Keene State College. In sharing the document at a new faculty orientation, I explained that service should be a rewarding and productive part of our jobs and that it could also become a dimension of academic work. Might redefining service offer another way to stay alive in the academy?
Service is Personal and Professional Growth
- Maximize personal strengths, draw on your expertise, enjoy the work you choose
- Pursue a personal or professional goal that you find interesting
- Do something completely new and potentially meaningful, if not transformative
Service is Building Relationships
- Strengthen relationships with students by choosing committees that include students (e.g. advise student group or honor society)
- Collaborate with students to sponsor campus events or organizing off-campus activities
- Work on committees with staff to build your sense of institutional place and history from long-serving members of our community
Service is Building and Sustaining Community
- Engage in campus-wide service
- Collaborate with amazing colleagues and make new friends
- Change the culture of College for the better
- Partner with community and regional groups and initiatives
- Pursue rewards of high-profile service that contribute to governance of the College, including administrative roles and leadership opportunities
Service is Teaching and Learning
- Energize your teaching and learning (e.g. Faculty Development Committee, Student research Committee, IRB, Sabbatical Committee)
- Imagine new opportunities for yourself and for others. What would you like to change to improve the conditions for your (and others’) teaching and learning?
Service is Scholarship
- Relate, apply, extend your professional identity and expertise
- Conduct service-learning and community-based research, or seek out and/or create opportunities for service as a public intellectual (local, regional, national, international)
- Contribute to your intellectual / disciplinary / professional field(s) through editorial and peer review, leadership and collaboration, etc.
Service is Productive
- Get things done
- Improve group process (e.g. action items, goal setting, deadlines)
- Make meaningful contributions to the work
- Resign from the committee that is not productive (or the committee to which you are not making meaningful contributions)
Service is a Part of the (Your) Whole
- Be actively involved rather than overextended (there is always too much work to do but don’t do too much or you will not do your work well)
- Say no to committees (or, don’t say yes to all committees)