Psyc Girl is an Assistant Professor in Agricultural Psychology, her pseudonymous niche. She regularly blogs at stressful times for psycgirl on her journey (the good, the bad, and the frustrating) toward tenure. Be sure to follow her on Twitter (@PsycGrrrl)!
Below, Psyc Girl reflects on the lack of even distribution of service in the department, and the consequences of this imbalance for her and her colleagues’ careers.
psyc girl’s cycle of collectivist angst about unbalanced workloads
Members of academic departments can be roughly divided, I believe, into two groups: Those who one would define as collectivists, and those who one would define as individualists. Collectivists value interdependence, and are likely to see the well-being of their in-group as important. Sometimes the group is even more important than their own individual needs. Individualists, in contrast, are more likely to value their own well-being, achievements, etc.
It seems to me that the collectivists in academic departments are those who are more likely to engage in administrative work, volunteer to do things even if those tasks are not reflected in their official designated workload, and to help someone else even if it means putting their own needs on the back burner temporarily. The individualists are more likely to decline tasks that are not reflected in their official workload, prioritize their publications and items that will translate into lines on CVs, and to put their own needs ahead of the group or department.
Anecdotally, the collectivists around me seem less likely to have the publication records (and thus the salary) of individualists. It seems that the characteristics possessed by individualists are those more likely to lead to “success,” as it is often defined in academia. (Anecdotally, again, it also seems that the collectivists vs. individualists seem to reflect the women vs. men in many departments, but this is not a post about gender.)
I’m a collectivist. The individualists around me have caused me a great deal of grief during my journey on the tenure track so far. I’ve done tasks that have not been reflected in my workload, taken on administrative work that needed to be completed (and completed well) by someone, and my intensive mentorship style with my students probably slows down my publication record even further. Taking on many of these tasks frees up the time for my individualistic colleagues to focus even more on their own research.
My coping strategy with this “unfairness” has oscillated between two options. One is to say “Fine then. I’ll check out and focus on my research, too.” I see a lot of people around me taking the “fine then” approach. The problem with this approach, however, is that I don’t find it rewarding. I feel guilty. Tasks don’t get done in the manner they should. I’m not happy. I usually respond to these feelings with my second coping option – throwing myself into the work, telling myself no one will ever change, and eventually burning myself out. This makes me feel incredibly powerless. (And then I start again with “fine then.”) I end up locked in this vicious cycle of engagement, burnout, cynicism, disengagement, and guilt. In the meantime, my individualist colleagues have probably been working away, with no guilt whatsoever. Not only are the collectivists dealing with less time to dedicate to their research, via their personality style, they also have to work under the psychological cloud of this cycle – which can be exhausting. It exacerbates my inability to focus and produce research.
Recently, I needed some help with something, professionally. On paper, it wasn’t something that should have received any help from those around me. But, to my surprise, I received multiple offers of assistance. Helping me didn’t garner any lines on my colleagues’ CVs. They helped me because they respect me, they value me, and because several of them are my friends. I was surprised to discover, from this experience, that I do have power: I have social capital.
As an untenured junior faculty member, it is easy to feel powerless. It is nearly impossible to ignore the fact that almost every other member of my department will vote on my tenure application. I feel particularly powerless when compared to my individualistic colleagues. In fact, I often feel like a fool working away on administrative tasks while they publish twice as many papers as I do each year. As a result, their salary creeps up more quickly than mine and by the end of our careers there might be a large gap between our incomes.
Suggestions For Change
Lately, however, I’m doing okay – I’ve got the collectivist cycle of negativity on hold. I can’t guarantee these tactics will work for other scholars, or that they are all even possible in other contexts. Below are the strategies that have worked for me.
At The Individual and Interpersonal Level
- Acceptance (Part I): Yes, the system is set up to reward the individualists amongst us, and yes that system should be changed. But it isn’t something that I’m going to be able to change by myself, and it isn’t something I’m going to change this week.
- We need to be having conversations about the broader impact of this tendency. Who is doing the most administrative work? Who is “taking advantage” of the system? Are women doing less of the work that shows up on CVs and more of the grunt work? Minorities? And how are we going to change that, over time?
- Decide what is important to YOU. It’s hard to know how to get from point A to point B if you have no idea where you want to go. What do you need to do, to focus on, to work on, in order to close your office door at the end of each day and say “I did a good job, today.” Maybe that doesn’t match with what your individualist colleagues find important. That’s okay. It’s also okay for this to include tenure requirements! Apply this phrase as needed: “I would love to do more of [task X]. I really need to focus on getting tenure right now. After that, I’m all yours!”
- Acceptance (Part II): When I evaluated what is important to me I realized that being liked, respected, and having friends at work are all more important to me than extra lines on my CV or having the same salary line as my superstar colleagues. In my department those people are quite isolated. Being isolated would make me miserable!
- Regularly evaluate what you are working on – what can be dropped? What are you doing out of your “should” beliefs? What is not actually required of you? One of my colleagues is infamous for taking on no-recognition tasks that probably don’t really need to be done.
- Recognize that when you take on a task that shouldn’t fall completely on your shoulders, you are choosing to do so, and you are preventing one of your colleagues from doing that task. This further rewards the individualists for not picking up those tasks!
- Set boundaries. My individualist colleagues do it, and I started doing it too. I’m no longer giving away my writing time for meetings, I’m no longer overloading myself. I’m doing what I need to do for tenure, and what I need to do to accomplish #3.
- Last, recognize that there are other ways to get power besides publishing a ton of research. My power comes from my social capital – but as someone raised in the “publish or perish” culture of academia, it never occurred to me that this was helpful. Find your own place of power, and use it – don’t assume the only way to have power is by publishing.
At Department Level
We also need to be having conversations within our departments, where the cycle is unfolding. There are respectful, tactful, and powerful ways to say “I think I’m doing a disproportionate amount of work here.” Here are some possible outcomes of talking:
- Your colleagues might not know what you’re up to. Sometimes the individualists say “I didn’t realize you were doing all that. We should definitely share it more.” Don’t be resentful in silence, assuming your colleagues even know what you do, let alone that they are actively taking advantage of you.
- This cycle might not actually be occurring (or is not as bad as you think). After having conversations about workload in our program, we realized we’re more balanced than we thought.
- At the department level, years of this conversation have led to us considering “non-traditional” accomplishments as reasons for a raise. In fact, we now have a policy dividing our raises up into those for research and those for teaching, and we attempt to hit the same ratio of these each year.
- You can get some backup. In my program all untenured faculty members get an annual review meeting with our department chair. That’s my spot to say “I’m doing X and Y, and I don’t think I should be yet. What do you think?” My department heads over the years have actually been quite supportive of balancing obligations to the department and individual progress.