Retirement as Challenge

By John Knott

To a professor retirement can feel like an open-ended sabbatical, offering the luxury of time to write and travel unconstrained by an academic calendar. At first it was natural and easy to stick to familiar ways, researching, writing, and continuing to teach a course I had recently developed. When the director of The Nature Conservancy in Michigan proposed that I edit a book on the Conservancy’s Michigan preserves, I agreed, after persuading her that it should include essays by writers as well as photographs. This project complemented a book in progress (Imagining the Forest, on the evolution of cultural attitudes toward the forests of the upper Midwest) and gave me insights into the working of the Conservancy and the opportunity to go into the field with biologists and writers. It presented new challenges, including appealing to a general audience and respecting the norms of a large NGO accustomed to working with big business and government as well as scientists, that left no doubt that I had gotten outside the academic bubble.

11MISA2
Into the Forest with a Seeing Eye (Photo by John Knott)

Working on the Conservancy project, as well as on a book that took me into areas including environmental history and restoration ecology, convinced me that reorienting myself could be more energizing and enjoyable than doing more of what I had in pursuing an academic career. A half dozen years into retirement I was looking for other kinds of challenges and found them mainly in writing personal essays and fragments of a memoir, with the support of an established writing group that provided structure and an audience, and in taking workshops in nature photography. My ultimate audience for writing of the sort I have been doing lately is family, chiefly children and grandchildren, and friends who might appreciate particular essays. I’ve tried to shake off old habits of academic writing and develop a different kind of voice. I’ve learned from my colleagues in the writing group, few of whom have had academic careers, and put together a body of work that my children actually seem to enjoy reading. I’m still learning to be reflective about my experience and to find effective ways of representing it, recognizing that imagination plays with memory as we invent our versions of the truth.

Photography workshops, in my case weeklong affairs run by professionals in Michigan’s Upper Peninsula or the Smokies, have brought greater challenges. Imagine a group of amateur photographers, some of them highly skilled, roused before dawn each morning to take advantage of the early light and expected to produce several images that can be critiqued by the instructor and the group later that day or the next. You are under pressure to find and compose promising shots, some of which you will process and submit for critiquing. It’s like being a freshman all over again, having to scramble and hoping that your work stands up to scrutiny. With a skilled instructor and supportive fellow students you tend to learn fast. You may even begin to produce images that you are pleased to share and preserve.

I value my connections with my university and with former colleagues and enjoy continuing to do a little teaching, but what really keeps me going is finding new ways of challenging myself. If not now, when?

John Knott

John Knott is Professor of English, Emeritus, at the University of Michigan.  An ecocritic and long-time member of ASLE, he retired in 2006.

 

 

Let it Go

By Michael P. Branch

When you’re an ambitious undergraduate, you work hard to earn acceptance into the best grad school you can crack. There, you labor under a range of stressors to finally complete your doctoral degree. After that epic undertaking you must gird yourself for battle in a highly competitive job market. If you succeed in landing a decent position, you hear the tenure clock ticking from day one. If the tenure gauntlet is survived you look ahead to promotion, and you fantasize that beyond that promotion exists a kind of academic’s Shangri-La, an arrival state of security, harmony, and comfort that will deliver you forever from the countless trials you have endured to reach it.

IMG_1553

It is an open secret that many senior faculty actually have a very different experience. It must be said, immediately, that the trials of this advanced career stage are much less perilous than those that precede it. But it is precisely the fact that many senior faculty have earned relative professional security that often prevents them—out of sheer gratefulness, and out of sensitivity for the uphill battles being fought by grad students and junior faculty—from discussing the challenges specific to this career stage.

At my university, faculty have had access to merit pay only one year of the past eight. For many of those years we were also under pay cuts, furlough, or both. Programs that we spent decades building—the kind of mission-driven work that is for many of us fundamental to our sense of identity and purpose—were slashed or erased almost overnight, as the financial crisis caused an implosion of the state’s system of higher education. Having lost so much of what we worked most of our careers to build, many senior faculty have struggled to clarify their focus in the diminished thing that has been professional life in the wake of the financial collapse. Conditions are improving now, and we are hopeful for the institution and for the younger faculty who will drive its future, but so much has been lost that for many of us this transition has required a substantial reorientation to our professional identities. We are no longer working to build and support our programs, because they have been cut. We are no longer working for promotions, because those are all behind us. We are no longer working to earn raises, because no performance, however excellent, garners any financial reward. A question we had never had to ask ourselves before now presented itself on a daily basis: Exactly what are we working for?

As we contemplated this core question, many of us had a haunting sense that we had spent our careers building beautiful things that had been thrown overboard in a storm. Nevertheless, having come through the narrow passage I now feel that this transition in my professional life, however dispiriting and frustrating, has also been immensely interesting and ultimately very fruitful. Although I wouldn’t dream of giving blanket advice—indeed, I am more in need of advice than I am prepared to dispense it—I thought it might be helpful to share the following five observations based on my own professional experiences during this tumultuous past decade. I certainly do not intend these suggestions to be either prescriptive or proscriptive, but I’ll be gratified if any part of this is helpful to a fellow teacher/scholar/writer who is struggling with similar challenges at this career stage.

Choose Creativity over Productivity

As we come up in the profession, we are expected to produce, and we are judged primarily by our productivity. But any production economy has severe limits, and necessarily fails to measure a great deal of work that has genuine value. Not everything that counts can be counted, and not everything that can be counted counts. This is not a game of he who dies with the longest CV wins. Instead of imagining yourself as a machine whose existence can be justified only if it pumps out a certain number of academic widgets per unit of time, instead attempt to reckon how much energy you gain or lose as a result of the work you do. Consider a more organic metaphor, in which the growth of the tree that is your professional life can be measured in many ways other than the marketable tonnage of fruit it produces. Some trees do produce fruit, but others produce shade or windbreak, beauty or shelter for other beings. If the work you do feels creative, energizing, or morally significant, then it is meaningful work regardless of how the institution calculates or miscalculates its value. Truly creative work may or may not be viewed by your institution as measurable productivity, but if it gives you energy rather than damaging your morale and rendering you cynical, then it is inherently valuable.

IMG_1550

Seek Incentive over Reward

The distinction between these two terms is fine, so hang with me here. In the context of your professional life, a reward is the thing the institution gives you after your work is done to recognize the value of that work. Think pay raise or promotion. The problem, as many of us know all too well, is that for many academics no amount of good work will lead to substantial monetary reward. Perhaps there are no more promotions available to us, or perhaps we teach in a system where poor funding means that even excellent work does not result in pay increases. Many full professors at my university feel that if they achieve something important professionally—say, the publication of a book or the mounting of a major art exhibit—“it counts for nothing.” And that is certainly true, but only if the purpose of the project was to gain a reward that, after all, we already know the system is unwilling to provide. Incentive, by contrast, is the thing that makes you want to do the work in the first place. It is the up-front promise that draws us into things we do for reasons other than to achieve a final reward. If our incentive for taking on a project is that we anticipate enjoying the process, experiencing a stimulating immersion in its challenges and pleasures, then our work is not motivated primarily by an expectation of external reward. And in any system in which external reward is meager or absent, it is a dubious proposition to take on work that we have not ourselves incentivized through our own deep sense of what constitutes inherently meaningful work.

Distinguish between the Work and the Job

I often dislike my job, but I usually love my work. What this distinction means, in my own case, is that I love writing and teaching (just as I always have), and I dislike institutional politics and gossip, power plays and false promises, or corporate priorities that put football, fundraising, or unhelpful assessment exercises ahead of the welfare of students or the professional growth of faculty. I have genuine concerns about the increasing gap between rank-and-file university teachers and the increasingly specialized administrative class that often decides their fate. But think back to some of those less-than-ideal jobs we all had when we were younger. We called that work a job rather than a career, profession, or calling, because we didn’t expect it to be rosy, and we did the job primarily that we might be paid. Even when we do work we love—like teaching and writing—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. But within an academic life there is also 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, that speaks directly to our ethical, aesthetic, and intellectual values. Within your academic career it is still possible for you to love your work even if you sometimes dislike your job. Try to avoid confusing one with the other.

Redefine Success

Early in your academic career, success tends to be judged by things like the acceptance of a book manuscript for publication, or the prestige of the journals in which your work appears. It might be benchmarked by well-defined milestones of professional accomplishment, like the earning of tenure. Later in your career, you may find that success has a way of becoming conceptually elusive. This is not to say that publishing books or articles is no longer meaningful later in your career. However, the external rewards of that work are much less well-defined. What, then, constitutes success for the mid- or late-career academic? Of course each of us must ask and attempt to answer this question for ourselves, but my point here is that although we really do need to ask this question, often we do not. What actually provides us a regenerative sense of accomplishment may shift substantially over time, and it is important to recognize those changes in order to calibrate our work to goals that we consider genuinely meaningful. For example, you might decide that you want to develop and teach a different kind of course, or attempt a new kind of writing, or participate in institutional life in ways that vary your usual patterns of engagement. If you can identify your desire for change and act on it, your work is more likely to result in a feeling of success. If you fail to identify the goals specific to this stage of your career and simply continue to do the things you’ve always done, you’re much more likely to feel the kind of deadening burnout or lack of inspiration that attends the repetition of any task.

Let It Go

Here’s the most difficult thing. No matter what you do, you’ll inevitably find that some aspects of the job leave you feeling disillusioned, under-appreciated, and exhausted. And the longer you function in any institutional context, the more clearly you’ll see how the sausage is actually made. I believe it is important to take responsibility for those negative feelings, especially if you have the power to change your way of working—or of thinking about your work—and yet don’t take steps to affect that change.

IMG_1403

There will always be short-sighted administrators, frustrating service assignments, bitter feelings that the institution fails to adequately value what matters most. But provosts don’t lose sleep at night worrying about our feelings. It is we who pay the price for our anger or cynicism. It is our own lives, and the lives of our colleagues and students (and, sometimes, our families) that are impoverished by our pessimism. I don’t mean that we should become less passionate, devoted, or engaged. I do mean to say that the chief art of a professional life must be to distinguish between what matters and what does not. To the degree you can devote yourself to the former and reduce your exposure to the latter, you may move, however incrementally, toward ensuring that this stage of your career is as gratifying as you always hoped it might be.

Report from ASLE 2015: Building a Life and Career in the Environmental Humanities

Siperstein headshotBy Stephen Siperstein, University of Oregon

Wisdom is a gift. To receive it, a joy. Sometimes wisdom comes in the form of direct advice. Other times, in the form of stories. Such stories don’t always have clear messages or morals, yet in the simple act of sharing, much is passed on. For young scholars in the environmental humanities, especially those beginning or soon beginning the transition from the apprentice stage of their careers to the warrior stage of their careers (as I am), stories from the citizens and elders of the field can be especially valuable, and especially joyful. In particular, these stories can lead to new ideas or new visions of how to cultivate a convincing career and how to lead a meaningful life.

Academics cling to particular stories. Why is this? Because they are appealing? Because they are comfortable? Because they are what we are told in college or during the beginning years of graduate school? Because they are somewhow true? Here is my own take and simplified version of the story I’ve heard many times over: “Get a PhD, find a tenure track line, publish a book, teach well, pass the third or fourth year review, publish additional articles, receive tenure, publish another book…. walk off into the glowing twilight.” The protagonist as hero. The plot of success. The linear trajectory. Even when young scholars are told that this trajectory will be difficult to achieve—that there are no prospects, not enough jobs (or no jobs where we want them)—the appeal isn’t diminished. The dire warnings make such stories scarier, but still we cling to them. They are the organizing fictions of our schools, our departments, our fields, our careers, and (for some of us) our entire lives. Of course, for many individuals, such paths lead to convincing and meaningful lives. But, I imagine, rarely are the paths that these individuals actually take in practice so simple or so predictable. My point here is not that organizing fictions are bad or that we need to give them up. Rather, my point is that it is hard to construct other narratives, and young professionals might need help in doing so.

This past June, at the 2015 biennial conference of the Association for the Study of Literature and the Environmental (ASLE), I sought out such other narratives. And, as I often find at ASLE events, I was fortunate enough to be surrounded by scholars and teachers and writers and editors and poets and environmental advocates and fellow students of life, all of whom were more than willing to offer up their time and their wisdom. This is one of the reasons why ASLE is such a supportive organization: knowledge and encouragement are passed freely between generations, and professionals from every career stage are welcomed and treated with respect. It is also one of the reasons why I love attending ASLE conferences.

I am currently serving a term as the ASLE graduate student liaison, and together with my co-GSL, Clare Echterling—and withEchterling headshot the help of John Tallmadge and Mark Long—we organized a session on career development outside the tenure-track model. The session was geared especially to graduate students and young professionals, though judging from the crowd (at one point I counted over fifty participants), ASLE members from every career stage attended and contributed. Throughout the hour and a half session, six panelists spoke about their own experiences and stories, audience participants brainstormed and wrote about their own values and career goals, and then panelists and participants collaborated in an open-ended discussion.

One motivation for organizing this session (and for organizing it in a way that engaged participants directly in career envisioning) was my own hunger for stories from individuals who have followed “alternative” career paths within the environmental humanities. However, while the session focused explicitly on options beyond the tenure track model, it also set out to think beyond the discourse of “alternatives,” and thus beyond that disempowering question “what else can I do?” Rather, session panelists—who, speaking from a diverse range of experiences and graciously donating their time and wisdom—focused instead on exploring more empowering questions such as, “What do I love to do?” “What do I want to do?” “What do I value?” “How do I live a convincing life and career?”

The organizing fiction of the tenure track trajectory is powerful, and it can be put to good use. But other stories are equally powerful. Thus, career thinking does not need to be about “alternatives” or about “beyond” tenure track. It does not need to be “either/or.” It does not even need to be “both/and” (As if the paths within academia are separate from the paths outside it. As if we had to choose to travel only in one of two different landscapes). Rather, as I listened to the panelists and audience participants offer their many stories, I realized that the environmental humanities (perhaps more than any other locus of fields) can include a myriad of pathways, or a network of desire paths branching through the forest. As Gary Snyder writes, “We need paths and trails and will always be maintaining them,” yet “off the trail” is “where we do our best work.”

So we must hold onto the organizing fictions. They are the trails that have been cut before us and that some of us still maintain. But there are other directions to take “off the trails,” ones that can be equally empowering and satisfying. Below are brief statements (I’d call them gifts) from four of our panelists—Kathryn Miles, Amy McIntyre, Simmons Buntin, and Karl Zuelke. The wisdom, stories, and suggestions that they offer are not exactly what they shared during the session itself, but I hope you find these reflections helpful, empowering, and nourishing. ASLE is an organization of gift giving and path-finding. May your own lives be filled with both.

Kathryn MilesKathryn Miles, writer-in-residence at Green Mountain College:

In thinking about what makes for a fulfilling career in the environmental humanities, I keep returning to Marge Piercy’s poem, “To Be Of Use.” There, she writes lyrically of her appreciation for honest work: people “who harness themselves, an ox to a heavy cart / who pull like water buffalo” who “move in a common rhythm,” and who “jump into work head first / without dallying in the shallows.” That’s what I want, too. To be of use. To do good work. Probably, that’s what you want too. How do we get there?

I think the short answer is that we each have to determine how we can best make a contribution not only to the worlds of pedagogy and environmental studies, but also to a planet in crisis. That involves creative thinking, of looking for those unexpected moments of connection. Sometimes, it’s in a classroom. But not always. Some of my most rewarding work has been with care providers in a state veterans hospital or on the trail of a missing hiker. The important thing is that we feel like we’re doing honest work. The exciting thing is that, despite what the news cycle or the Chronicle of Higher Education will tell you, there are ever increasing ways to do just that, from freelance writing to experiential education. Believe it or not, graduate school is preparing you for a lot of these opportunities. And, if you’re really lucky, you might even get your hands dirty along the way.

Amy McIntyre, Managing Director ASLE:Amy Head shot

While I haven’t ever quite envisioned being a college professor, I have always been attracted by education, writing, and art and had the desire to incorporate them in some way into my work and career—and life, apparently, as I married an academic! As an undergraduate, I majored in History and minored in Art, and so, in that linear way of thinking that is typical at age 21, I found myself at Oberlin College in a MA program in Art History, with vague sights set on a museum curatorial career. For many reasons, that trajectory didn’t last, but my interest in education and core belief that the humanities prepared me to do any number of things well did persevere through some uninspiring post-college jobs.

And I DID end up working at a museum for several years—but it was a children’s museum instead of an art museum, and it was working with memberships and budgets instead of artwork! There I began to develop my skills and interest in nonprofit administration, which I continued to do as part of my next job at the Monadnock Institute of Nature, Place and Culture at Franklin Pierce University, funded by an IMLS grant. There I discovered that grant-funded positions, while not permanent, can be a great opportunity to gain knowledge, experience, and connections.

Prior to moving to NH and starting work at the museum, I had begun a MA program in counseling, to help me pursue a career path that did not include more of the aforementioned cruddy jobs. I did finish the degree, and I’m sure I use this training all the time in the broadest sense when parenting, interacting with professional contacts, etc. I never did start a counseling job! ASLE Managing Director was a position created as the organization grew, and it represented an opportunity to collaborate with the leadership to shape the job, because it was brand new and growing and changing in response to new demands and priorities. I would recommend considering a position that seems to provide such opportunities for growth and change, even if the original position is not your dream job. It may morph into that one day!

Simmons Buntin, editor-in-chief at Terrain.org:Simmons Buntin

Sometimes your work gets you into the industry of environmental humanities (whatever that may be) and sometimes the humanities get you into your work. In my case, it wasn’t my degree that landed me a job; it was the degree that spurred an idea that started as a hobby that remains a hobby but that also resulted in the skill set necessary to establish and maintain a career, one that allows me to keep up my hobby that now has grown well beyond just my hobby. Following?

In the mid-1990s I graduated with an urban planning master’s degree. A fellow graduate and I wanted to start a place-based magazine, but had neither the experience nor financial backing to start a print journal. So we started one online: Terrain.org. I learned basic HTML skills and later more web development because of Terrain.org and, coupled with my previous experience as a project manager with the U.S. Department of Energy, turned that into what has become a fast-paced career in web program management. My career in that industry is as old as the journal: 18 years. Not bad in this day and age, either for an online journal or a career.

Happily, Terrain.org and my career in web management have grown together not only in years, but also in technology and lessons learned. They directly benefit each other. Terrain.org couldn’t be the dynamic website it is today without my web development knowledge, and my web management skills wouldn’t be as advanced as they are without the journal. In the last six years, particularly, Terrain.org has expanded to become a broad organization, and though I continue to play a key role (including website management), we have a core of genre editors and an international editorial board, as well as an expanding following. Where will that take my career and the journal next? Into nonprofit management from the looks of it, at least to some degree. Terrain.org doesn’t pay the bills — in fact, I spend well more than my allowance on it, as my wife reminds me — but by having a full-time career in web management, I am able to afford such an important hobby. And as we move into fiscal sponsorship and nonprofit status, well, maybe it will just pay for itself after all. Some day….

Head Shot Karl ZuelkeKarl Zuelke, Director of the Writing Center and the Math & Science Center, Mount St. Joseph University:

My career has unfolded from a number of opportunities that I could never have seen coming, yet it has grown into something extremely rewarding and satisfying. No one will ever duplicate my path exactly, but I think there may be some lessons to impart for the nervous grad student looking to forge a career in a very difficult job market.

My first piece of advice is to be alert for unexpected opportunities. I have an MFA in fiction from Indiana University and a Ph.D. from the University of Cincinnati. They are both good programs. I expected to enter into the tenure-track path at some point, but things didn’t work out that way. What did happen was that while I was teaching as an adjunct at two different schools, an email announcement was forwarded to me from a friend. A small local Catholic liberal arts college needed a Writing Center director. I had no formal WC training, though I had worked a few hours as a writing tutor. I sent the college my vita anyway and was contacted the next day for an interview. During the interview, there were no questions about writing center theory or praxis at all. The head of the department simply wanted to get to know me, and I’m quite sure she was gauging my interpersonal skills. This was more than looking for a friendly colleague, though. Writing center work is highly dependent on mature, gentle, and empathetic interpersonal skills. Satisfied with that (I think!), she explained that the director position had been changed and would be filled with someone in-house, but they were willing to hire me at $25/hour for 6 hours a week, on Tuesdays and Thursdays, to tutor in their writing center. It fit in my schedule, and I took it on.

While I was there, I made contacts and got to know people. This is my second piece of advice: Make friends. Be nice, be helpful, be witty when appropriate, go to meetings and speak up, have lunch with faculty and administrators in the dining hall. When the director that year moved on, I was asked to take over. It was offered as an adjunct position at first. I decided not to do it on that basis, and turned the position down after putting it off as long as I could. After I said no, I got a call back 45 minutes later, offering it as a ¾ time position with full benefits. That sounded better, and I accepted. The administrator who offered me the position made what to me was a telling comment: “You’re not afraid to talk and speak your mind, and you eat lunch with us in the dining hall every day. You’re the person we wanted in this position.”

I spent several years learning writing center theory on the fly and adapting it to my new college. It was difficult and all consuming at first. The approach I developed was successful, and I’m now the director of a thriving writing center that has earned the respect of both faculty and administration. It’s not a tenure-track position. It’s not even a faculty position. But the position includes teaching duties, and I love teaching, especially literature and environmental studies, which I feel make a difference in the lives and educations of my students. When the new Senior Core Capstone classes were developed, I was on the faculty learning community that developed them, and I taught the first two sections. Small liberal arts colleges and universities are less rigid in structure than larger institutions, and with the right contacts, all sorts of doors can open.

I feel very much a part of the university now, with my ideas and influence woven deeply through the academic fabric of the institution. I co-taught an environmental science course with a biology professor last year (I have an undergraduate degree in biology). I gave the keynote address at our Celebration of Teaching and Learning, and the topic, “A Sense of Place,” was subsequently included as a unit that all entering freshmen will take in a required core course. I serve on the Environmental Action Committee. When I noted that the university didn’t have a sustainability policy, I was invited to write one. Representing the EAC, I took it to the faculty, staff, and students, who approved it, and it is now undergoing the final approval process with the President’s Cabinet and the Board of Trustees. Next year, pending final approval, I’ll be co-teaching a French literature and history course, which will include a trip to Paris. I’m also planning on a visit to Ghana—to guest lecture at a university there with other members of our faculty.

I mention all this to support a suggestion: small institutions rock! They have their own sets of issues and challenges to be sure, but for someone who is engaged, talented, friendly, and hard working, the opportunities for the blossoming of varied and exciting careers are there once you get your foot in the door. And—there are jobs out there for writing center directors. Be as broad as possible in your academic preparation, be friendly and make contacts and forge alliances, and keep your eyes open for opportunities you might not expect.

Elder Tales: the Old Woman and the Dynamics of Widsom

Now we come to the old woman, who holds the key. In this tale, the prince initiates and drives the action, but the old woman’s advice enables him to complete it. She’s the catalyst: without her, he’d get nowhere. The tale spotlights the dynamic between warriors and elders that leads to social change. In the process, both achieve meaning and success. The old woman helps save the realm, and the prince goes on to marry the princess and govern. Since the tale is called “The Prince and the Ogre,” we suppose it must be about him, that is, a warrior tale. But really it’s just as much about her.

OLYMPUS DIGITAL CAMERA
The Old Woman (photo by Vaggelis Fragiadakis)

The most salient fact about the old woman is that she’s old, but that’s not all: she’s also a woman, and she’s poor. She’s been living in the forest, scraping by (since the king has privatized her social security and the ogre’s rampages have crashed the value of her cottage and wiped out her 401k). She’s socially marginalized in multiple ways, so no one thinks to ask for her help. What does she know? She’s no expert; she doesn’t have an advanced degree or teach at a tier 1 university. And of course she’s not going to come forward and offer her services; she’ll just let them all suffer, because it’s what they deserve.

Interestingly, the old woman’s special power arises from her marginalized circumstances. We normally don’t think of abjection, poverty, and age as opportunities, but here they prove instrumental. The old woman has been around a long time and has noticed a lot of things. She knows how the world works. She understands magic and knows that power always comes with vulnerabilities that the powerful go to great lengths to hide and protect. Her marginal status means she’s overlooked or ignored; virtually invisible, she has had freedom to watch and observe. Because the powerful don’t see her, they don’t realize she’s looking at them; they forget how much their behavior can reveal to a seeing eye.

Of course, the old woman’s knowledge can’t help her directly, because she lacks the strength to act on it. But the prince has strength, and his generosity and compassion draw her out. Her resentment thaws; she gives him the wisdom he needs. Combined, they make a winning team. The old woman understands that administration is always an exercise in character; she judges, correctly, that the prince would make a good king. It’s in her interest to foster civil order and good government. After all, she’s been living in the forest. She knows the king and the ogre represent two sides of the same coin, taking all the gold and power for themselves at the expense of the people. They’re the ruling class. But the prince and the old woman, together, can take them on.

From this perspective we can see that both the king and the ogre are looking to the past. They’re determined to protect the status quo and carry on with business as usual, which includes not only dominating the country but competing with each other. Every ruler needs an enemy in order to justify clinging to power. Focusing on an external threat distracts the masses from your own failures and depredations. The old woman knows this, and that’s another reason she helps the prince. She’s investing in the future, banking on social change.

This tale illustrates the dynamics of wisdom as it plays out across the stages of a career. Young warriors must gain wisdom or perish, and, since they lack a depth of experience, they must receive it from elders. Mature citizens must use wisdom or fail in their duties; since they have authority and responsibility, they must activity seek wisdom as lifelong learners and put it into action. And elders, who have moved on from positions of strength and responsibility, must pass on their wisdom to warriors and citizens, or else they will wither; they’ll turn into bitter curmudgeons or hungry ghosts. Keeping wisdom for yourself is like keeping gold too long in the vault or food too long in the fridge. It does no good and soon goes bad. It only works when you take it out and pass it along.

Citizen Failures: the King and the Ogre

When the prince begins his quest, things look pretty hopeless. The kingdom is devastated, the government paralyzed. The ogre burns and pillages at will; his magical power, cruelty, and greed represent an alternative to the “legitimate” order. Like the king, the ogre has a castle, treasure, and lands; he’s set up on his own, and he’s making a go of it. He may be horrible, but he has a certain charisma; the king seems bland and faceless by comparison. Their conflict amounts to a civil war, in which the people on both sides come out losers. The whole situation, we might say, represents a failure of the adult world—the world of citizenship—to fulfill its responsibilities for protecting and nurturing the community.

sad_king.-WS
The Downcast King (by Randall Smith)

Look first at the king. He’s not getting good advice. His NSA can’t figure out the ogre or his magic. His Defense Department can’t protect the realm. Not only that, but he’s desperate enough to put his daughter up for sale. What kind of a father does that? No wonder he’s depressed. Still, he does try to rule and it’s to his credit that he has a daughter in the first place. He may be an ineffectual king, but he does have a trace of humanity.

Basically, the king fails to understand the relation between power and authority. He has come by his office through inheritance, which may make him legitimate but cannot deliver obedience or order in the realm. Believing that right makes might, he has failed to learn the lessons of King Lear and Machiavelli (unlike the Prince, he does not seem to have taken World Civ). The king believes that authority confers power, whereas in fact power is something that is granted by the people he governs; it represents a gift from the general will. That’s why newly minted second lieutenants or deans so often run into trouble with their constituents. “Pulling rank” only reveals their desperation and lack of leadership. To gain power and exert leadership, you have to convince the people that you have their best interests at heart and possess the skills necessary to protect and deliver. Administration is all about dealing with people.

Quakeone,ogre01
The Ogre (by QuakeOne)

Now consider the ogre. In many respects he seems the opposite of the king. He has no family; he’s greedy and cruel, a real bully. Moreover, he’s gained his power by separating his soul from his body. The motif of the external soul occurs frequently in heroic tales across cultures; it makes one invincible, but at the price of one’s humanity. Modern-day versions include the pact Faust makes with the Devil in Goethe’s drama or Mann’s novel, Sauron’s Ring of Power in Tolkien’s epic fantasy, or the horcruxes of Voldemort, the evil wizard in the Harry Potter books, who tries to escape mortality by splitting his soul and encasing the pieces in various objects. Each of these antagonists gain demonic, single-minded power but have to give up the ability to change, grow, love, or learn. These desperate individuals all embrace the “fixed mind” of Milton’s Satan. Like him they care more about their career than anything else, and they always choose power over love.

Like the king, the ogre is a failed citizen, because he cares more about himself than anyone else. He can’t govern; he can only terrorize. He can’t run a kingdom, he can only destroy one. Believing that might makes right, he focuses entirely on strengthening his own position: taking prisoners, amassing wealth, defending his fortress, and pursuing his goal with demonic single-mindedness. But if you split off your soul from your self and encase it in some object of desire, such as a talisman or a career, then you can’t adapt to changing circumstances, you lose your nimbleness and flexibility, and above all you cut yourself off from other people and the information or wisdom they might provide. When the Wheel of Fortune begins to turn, no one will come to your aid. But of course the ogre has had so much initial success that he has forgotten all about Fortune. He believes that he’s invincible, that the usual rules no longer apply. And so, like the Dark Lord Sauron, he fails to imagine that someone small and inconspicuous could penetrate his defenses and seize hold of his precious soul.

Of course, neither the king nor the ogre even notices the old woman or dreams that she might hold the key.