Photo by Tseen Khoo
Many people lament the growing scarcity of collegiality in our working lives. Many declare, in varying shades of purple prose, that it has been sacrificed on the altar of economic rationalism and for the missions of our managerial universities.
Research stars and groups get imported into institutions, often breeding resentment and discomfort from those who are already there.
Scholars who are already excelling gain more for their work; those who aren’t considered as such do not, and often find themselves without support to increase their research capacity.
Despite the rhetoric about collaboration and partnerships, the imperatives for outputs lead many to declare that collegiality and scholarly citizenship are under threat. This seems particularly true when people minimise any commitments that don’t directly produce outputs.
The oil that smooths the machine of scholarship is not only what people write, analyse, and publish. It’s not only presenting at conferences or supervising a higher degree student. Most of all, it’s not what promotions people have had or grants they’ve won.
There is a whole raft of intangible, essential, labour-intensive work that goes into a healthy research ecosystem. In an almost-metrics way, this work includes being a good critical friend to colleagues and students, especially those who aren’t directly in your area; reviewing for grants, book manuscripts, and papers; convening events that set the stage for a field or cohort to develop and progress; mentoring someone without having to… the list goes on.
At a totally non-metrics level, this kind of work encompasses supporting each other and providing encouragement, the social work of building connections between groups and individuals, being good communicators, and that most difficult element of bringing people together because they want to be together. This is the invisible (often feminised) labour of any workplace.
Giedre Kligyte and Simon Barrie argue that academics cling to an “unattainable collegial ideal situated in binary opposition to management” that “ultimately disguises the contingent character of this relationship and prevents both leaders and academics from imagining alternatives” (2014, p. 166). Kligyte and Barrie’s article (PDF available on UNSW repository – thanks, @giedre!) is thought-provoking, and forced Lacan upon me. I forgave them this because the paper made me think about the persistence of positing a halcyon past against which our increasingly soulless present is juxtaposed. This happens a lot in criticisms of neoliberal universities, and I’ve done my share of ranting about the invocation of a mythical golden age at universities. But that is indeed a whole other post.
Here’s what I wanted to focus on for this one: Let’s talk about what makes a good colleague. Not a utopian colleague. A good everyday colleague. Read more of this post