Cox, Anicca. “Collaboration and Resistance: Academic Freedom and Non-Tenured Labor.” Forum: Issues about Part-Time and Contingent Faculty 22.1 (2018): A4-A13. Web. 01 Oct. 2018.
Anicca Cox, in the Fall 2018 issue of Forum: Issues about Part-Time and Contingent Faculty, discusses a case study of her institution’s decision to replace non-tenure-track part-time faculty (PTLs) with full-time, non-tenure-track lecturers (FTLs) on two-year contracts. She interviewed three of the ten new full-time hires and three part-time instructors who taught in the program (A6).
Noting that the percentages of FTLs in higher education is increasing, Cox reports that this change has entailed better working conditions, more access to benefits, and more job security, among other positive effects (A5, A7). She suggests that this trend may reflect institutions’ “response to the increasingly publicized problems of an outsized reliance” on contingent labor that constitutes a “seemingly altruistic move” (A5). She writes that the more stable teaching force provides institutions with more predictable costs than hiring based on shifting enrollments (A5).
Cox focuses on how the PhDs most likely to be preferred for such positions negotiate possible constraints on their academic freedom and professional identifications. The program she studied hired ten new FTLs, nine of which were either literature PhDs or were completing doctorates, as well as a new tenure-track writing program administrator (WPA) to implement a revised first-year writing program (A6). Part-time instructors who had previously taught at the institution were not hired for the new lines.
The new WPA “designed a heavily scripted curriculum” in which all components, including textbooks, were prescribed (A6). The full-time instructors were given office space and professional development specific to the program; they were evaluated much more broadly than the part-time faculty and often included ongoing research in the evaluation dossiers they prepared (A7).
Cox’s study asked how these instructors
perceived themselves fitting into the institution and department relative to their own sense of professional identity, and how those feelings shaped and otherwise intersected with their work as instructors both inside and outside classroom. (A6)
Her study, part of a larger analysis, emphasized both the effects on professional identity of the new context and the question of how collaboration among teaching professionals was impacted by the new alignment (A7).
Interviews with FTLs revealed that they “did not feel like hired mercenaries” but did not feel fully integrated into the department (A8). A focus of their concern was the sense that they were not considered “intellectual contributors” and were enlisted to perform a “role” that did not jibe with their professional preparation (A8). One respondent expressed concern about being issued a “teacher proof” curriculum dismissive of her scholarship and expertise (A8). In comparison, the PTLs, while accustomed to being given scripted curricula, expressed concern that the new program materials were not appropriate for the actual student population they were used to teaching (A9). These teachers felt less conflicted over identity issues because they saw themselves primarily as teachers, not researchers (A9-10).
Tensions in the FTL position also affected collaboration in that the new lecturers felt constrained from “simply asserting their purported academic freedom” and, rather than challenging the program structure, began devising ways to adjust the curriculum without “getting caught” (qtd. in Cox A10-11). Collaboration, in this study, became a way of “spread[ing] the blame” so that renewal at the end of the two-year contract would be less likely to be threatened (A11). Part-time lecturers, in contrast, relied on long-standing patterns of “informal collaborations,” sometimes making “radical changes” in the prescribed teaching materials (A11), despite having lost the opportunity to share practices with many of their colleagues in the new configuration. These teachers posited that the failure to hire from within their ranks reflected a desire on the part of administrators to eliminate “the baggage they carried over from previous iterations of the first-year writing program” (A11); Cox posits that they acted to modify the curriculum despite recognizing the precarity of their situation in the new program (A11).
Cox supports the shift toward more full-time positions but notes that the particulars of the arrangement she studied drove instructors to invest energy in sustaining a coherent professional identity rather than working together to improve student outcomes (A12). She writes that the benefits of the full-time jobs were “not enough to neutralize the frustrations” engendered by the lecturers’ compromised fit within the department (A12). She recommends that should these kinds of readjustments become more common, they be constructed
in a way that recognizes and honors the laboriously forged and deeply felt professional identities of workers by supporting continued professional development and encouraging autonomy in curricular design. (A12)
July 15, 2020 at 3:49 pm
Hi, thanks for summarizing and bringing conversation to my article! I just found your blog as I was looking through and updating my online presence. Would it be alright with you if I linked to it in my professional, digital presence? ~Anicca
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July 15, 2020 at 4:37 pm
By all means. And please share the site with your colleagues!
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