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From virtual to real shared governance in hard times: Making it work, together

From virtual to real shared governance in hard times: Making it work, together. Gary Rhoades General Secretary American Association of University Professors. Introducing myself, my work. Professor of Higher Education, Univ of AZ

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From virtual to real shared governance in hard times: Making it work, together

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  1. From virtual to real shared governance in hard times: Making it work, together • Gary Rhoades • General Secretary • American Association of University Professors

  2. Introducing myself, my work • Professor of Higher Education, Univ of AZ • Research focuses on restructuring of ac prof and institutions: (Managed professionals: Academic capitalism and the new economy) • Managing to be different: from “strategic” imitation to strategic imagination. • Moving up: chasing the rankings. 2

  3. The trend line in shared governance the past 25 years • Academic strategy (Keller, 1983). • A more corporate model of management; layered on top of existing structures. • Entrepreneurial universities (Clark, 1998): collegial entrepreneurialism. • Balance between managerial discretion and professional autonomy; market like behavior. • Managing to be different: from “strategic” imitation to strategic imagination. • That’s what threatens collegial governance.

  4. AAUP historically, & shared governance • Where the concept comes from (AAUP, 1915). • AAUP statement on government of colleges and univs (with American Council on Education, and Association of Governing Boards), in 1967. • Across the country, governance is the issue. • A sense nationally that this is a decisive moment and that the challenges we face require more than catch phrases about getting better & moving up, that require faculty taking the lead.

  5. Unions and senates: the AAUP & collective bargaining • AAUP statement on academic government for institutions engaged in coll bargaining. 1988 • Senates and unions: Unexpected peaceful coexistence. • Recent experience: troubling trends. • Positive possibilities of shared governance.

  6. What shared governance is not 6

  7. What real shared governance is not • Shared governance is not sitting in the audience, participating virtually. • Shared governance is not a spectator sport. • Shared governance is not forums in which faculty ask some questions. • Shared governance is not sharing some information. • Shared governance is not spontaneous, sporadic meetings and ad hoc committees. 7

  8. Why a strong, collective faculty benefits the organization • Practicality--institutionalization of initiatives, and securing distinctive organizational sagas. • Practicality--innovative niche building in an organization too complex for one person to understand and see the possibilities of. • Practicality--coalition building in the community. 8

  9. What shared governance can be, with AAUP • The support and strength of your colleagues; you are lucky in Ohio because you can draw on the expertise and commitment of colleagues at campuses in the state. • The intelligence and energy of working and mobilizing across deptl boundaries in your own institution. • The strategic insight of faculty colleagues in identifying and addressing key issues. • The AAUP is all that, and more.

  10. Thank you…

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