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 RhoadesGeneral Secretary

American Association of University Professors

Gary RhoadesGeneral Secretary

American Association of University Professors

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Introducing myself, my workIntroducing 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.

• 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.

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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.

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.

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.

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What shared governance is not

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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

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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.

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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.9

Thank you…