Each of the past four years I have written a post celebrating the start of the fall semester with quick hits on various topics that I’m mulling over going into the new academic year. You can find the earlier posts in the archive: 2021, 2020, 2019, 2018.
I spent most of this summer diligently making myself go out running several times a week. Like many of my summer goals this practice ended up being a mixed bag, and I ended up not hitting my arbitrarily-set target. Despite the aches and pains that have accompanied these runs, I have been pleased by my progress and consider this one of my best recent decisions. There is always another mile to run, just as there is always more that could be done. After a summer during which I neither got the rest I had hoped nor accomplished as much as I intended, it has been useful to just focus on the next step.
The latest buzz about workplace culture is Quiet Quitting, aka working to contract. This is a radical concept that I have seen some of my friends who work in the UK talk about when they, *checks notes*, clock out for the weekend and take annual leave. In a general sense, this “trend” is a reminder that it often takes enormous amounts of uncompensated labor to make the current labor systems function.
This is no less true in higher education than anywhere else, and something that hits basically everyone involved. The diminishing portion of the overall faculty being tenure or tenure track means that the service burdens fall that much heavier on those who remain, while the low pay for adjuncts is sometimes justified by pretending that the hours spent working outside of the classroom don’t exist. At least in the former case there is a reasonable expectation that their job will remain semester after semester.
However, quiet quitting is especially disruptive in teaching. In some fields it means reclaiming one’s time from their employer, but in this one the consequences disproportionately affect the students. They might not exactly be customers, but they are paying for their education in some capacity, which is a difficult circle to square.
My situation is not nearly as bad as many people, and I have a department chair who is excellent about keeping most duties not in my contract off my plate. And yet, this trend of quiet quitting has been on my mind this last week of working (uncompensated) overtime to make sure that my courses were ready to go. Ultimately this is yet another reminder that the entire system needs to be reformed to make it more humane for everyone involved.
One summer during college (summer 2007), I worked on the team that moved the college to a new learning management system. At one point we had a conversation about the functionality that allowed professors to track the time students spent on the website. As a student, I was stridently against making this function available to professors, or at least against highlighting it for them–I don’t actually recall the specific details of the discussion. My point at the time was that these tracking features were, but delicately, bullshit, and I didn’t want there to be any chance that such data would play a role in my grade when it provided, at best, a shoddy reflection of my engagement with the course.
I have modified my stance somewhat as a professor. I still strongly dislike the emphasis on time-on-task, even if I begrudgingly acknowledge that it can play a role in setting expectations. As for the LMS data, I never use it as a form of assessment but have found that I like having it as a diagnostic tool–one of several in my arsenal that can help me best help my students.
It was with this background that I read John Warner’s piece last week on the madness of productivity trackers. He excoriates these trackers as not only a bad way of assessing productivity, but also actively harmful to knowledge work that requires hours of work that can’t be tracked by these tools without rigging an artificial mechanism to keep the system occupied while you actually get the work done. As Warner puts it, ” we are more than our ability to produce according to metrics counted by an algorithm.” He also rightly points out how LMS policies in college can serve as a training ground to normalize this sort of surveillance. This makes me wonder whether the marginal benefit I gain in helping my students is worth contributing to our present dystopia.
I found this semester to be particularly difficult to prepare for. In part my struggle was the growing pain of designing and preparing a new course that is unlike anything I have taught before while, simultaneously, having events conspire to keep me from get the amount of rest I had intended. Put simply, I was tired. But a substantial portion of my exhaustion was not so much physical as feeling emotionally drained from the fire hose of devastation that seems to be going on in the world, from historic drought to continuing pandemic, to vaccine denial bringing about the return of awful disease thought eliminated by modern technology, to the fever pitch of nasty politics, to the crisis of climate change. All systemic problems where the proposed solutions range from personal responsibility to nothing whatsoever. Not good.
In his book Radical Hope, Kevin Gannon writes about the importance of hope as a pedagogical obligation because this is not a job that one should do if they don’t have at least a glimmer of optimism about the future.
I spent most of this summer not feeling a whole lot of hope. I’m still not, in a lot of ways. But this is also not a job that one can do without hope and I often find that I can see that hope most clearly when I’m working with my students. This is very likely going to be a challenging semester, but one day into the semester and I can already start to see the glimmer of that hope rising like a phoenix from the ashes. The world might be burning, but that doesn’t mean we can just let it burn. Only by working together can we start to heal.