Tag Archives: work

Stress fractures: one year on

It is about a year ago since I posted The Kindness of Strangers. It quickly found a lot of readers worldwide. As it travelled, the Times Higher asked my permission to republish it on their blog where it trended for several days. I was obliged to take it down by my former employer, and they forbade me to write any more on stress. The events that unfolded after that are alluded to in this recent piece. https://www.timeshighereducation.com/features/why-audit-culture-made-me-quit I quit my job to reclaim my academic freedom, and I am now reposting the original piece below.

The post was never about just one university. It was clear from the responses that the issues resonated with many academics at different institutions in different countries, and they continue to do so. Management by metrics is not the provenance of any one higher education system, and neither is the damage to mental health that the pressure to ‘perform’ to targets causes. It is clear in the piece that although the effects of stress were observable among colleagues I know personally – again at different institutions – I am also drawing on the widespread reporting of academic stress in multiple blogs.

Students – I have learned so much about stress and mental health from working with you, and from talking with you about this. I know you understand this, but it bears repeating. The working conditions of the staff who teach you, are your learning conditions. Whatever justifications or denials are uttered, this remains the case. Lecturers who are made ill through work overload cannot give you the time or energy you deserve. In writing this I want to make a difference, and I think it might, because Kate Bowles tweeted this today:

Depression KB snip

Kate also pointed me towards this extraordinary piece by Dr Simon McCormick https://brokentoydotblog.wordpress.com/2017/03/10/danger-breakdown-ahead/  who narrates the feelings and events that led to his breakdown at work as a consultant in emergency medicine. And then I knew I should re-post in tribute to all those who suffer stress at work.

The kindness of strangers (March 2016)

This week I chose to open up to students about the relentless stress faced by academic staff in universities. Enough of the omerta, the conspiracy of silence.

What made me do this? Well, I have watched one after another of my colleagues taking sick leave, seeking help from occupational health, reporting loss of sleep or just looking exhausted. It is a bleak picture, but it is about to ratchet up a notch further. We learn that the government plans to impose a Teaching Excellence Framework on universities. As if the National Student Survey is not enough, this looks to be a full parade of all the proxy horribles: DLHE (employment data), retention figures, number of firsts and 2.1s (goodbye academic standards and credibility of UK degrees) and something called learning gain. As I blogged previously, there is no consensus on what this is or how to measure it,  but in any case, gears will be grinding in anticipation throughout universities.

So last week I spoke to students about some of the pressures piling in on academics as management-by-metrics toxicity spreads throughout the sector:

  • Pressure to publish, and the fact that our peer-reviewed published research is subject to post hoc internal evaluation by non-experts in our field who assign it a grade 1-4. Unless they judge it as grade 3 or 4 (internationally excellent or world leading), you and your research are seen as inadequate.
  • High expectations of grant capture, with a very low prospect of success. We talked about SMART targets, and the fact that the A stands for attainable.
  • The implicit suggestion that you are only judged worthy if you bring in to the university an amount equal to, or greater than, your salary plus the ‘cost’ of your research. In effect, the status of an academic has slid from institutional asset to indentured servant. In universities sustainable has been untethered from its more usual environmental meaning, and is most often applied to issues of finance (Morrish and Sauntson 2013).
  • The National Student Survey which, in the context of a marketised and consumerist higher education sector, has threatened to turn the relationship between academic staff and students into an adversarial one.

I told them that in many universities, academics are accountable to a dashboard which records these Key Performance Indicators. Vice chancellors issue threats to ‘rank and yank’, i.e. demote or dismiss staff who, particularly, have not been able to secure research grant money. Nobody takes into account whether your research is expensive or not.

I told students that many of these targets are quite outside our control (NSS scores and grant capture). I told them we feel that we are players in some academic version of the Hunger Games where capricious gamesmakers change the rules all the time. Your contract lays out a set of duties, but you would be better off finding out what targets have been set for your Dean. If you are helping them win performance-related pay, you will be tolerated. If you prioritise serving the needs of your students, or scholarship, you make yourself very vulnerable.

I told them you could work 60 hours a week, never take a holiday or weekend off, have internationally regarded publications – lots of them, write textbooks, be a great teacher, and managers will still ask for more. And more.

I told them you are measured only by what you have not managed to achieve, not what you have achieved, never mind how valuable or prestigious.

I told them about the effects of long-term stress on the mind and body. I told them about the death of Stefan Grimm at Imperial University. And they were shocked and frightened that this could happen in a British university. I told them to look up President Alice Gast’s response  when she was asked a direct question about the preventability of Stefan’s death. I hope they read it. [Update: I understand Imperial College has taken some action over staff wellbeing in the intervening 12 months since this was originally posted.]

As I came back to my office there was an email from a Twitter follower, also an academic. We had corresponded but never met.

I’ve just been through a period of a few weeks marked by massive, almost unbearable stress and I’m on the other side of it feeling a bit like I can’t go on as I am in academia, without really knowing what that might mean.  The actual cause of pressure on me was marking, exacerbated by my also having a PhD thesis to read and viva in the same period, and some external examining.  I almost pulled an all-nighter right at the end, and resorted to staying in a hotel one night just to conserve energy for a 9:30am meeting the next day.  There are lessons I can learn from it all (like not putting a PhD viva in a marking period, not that that is likely to happen at all often) though I also think on occasions other of my colleagues have pulled the all-nighter just to get through the workload.  Twice in eight days I had to spend one day basically in bed, utterly exhausted.

Similar stories are shared around on Twitter and on blogs, and it is reassuring in some ways to know you are not the only one struggling to fulfil impossible obligations. Ros Gill (2009) has written about mounting and multiple pressures in academia leading to unmanageable feelings of guilt and anxiety. A scholar in the US recalls struggling to meet the research requirements for tenure.  Amidst anxiety about spending too much time teaching, and guilt at enjoying teaching, she “asked friends with quiet homes if I could visit them for writing weekends” (Albertson 2016). There is a chilling account from Anonymous Academics in The Guardian (2014)  who wrote of a hostile manager unmoved by a professor’s protests of overwork and stress. Some bloggers have suggested that the nature of academic demands play on the symptoms of certain mental illnesses like mania (Tenure She Wrote 2016), and addiction (Ruminations: Life After Academia 2012) but inevitably lead to depression and anxiety.  Others, like Doctor Outta Here,  and the colleague I blogged about some months ago simply decide academia is incompatible with any quality of life. They quit.

Mountz et al (2015) have appealed for feminists to work to a code of slow scholarship as an act of resistance. And Thomas Docherty,, a reliable voice of sanity, has asked for academics to just start saying no.

Maybe you’re thinking it was unprofessional of me to share the personal concerns of academics. My students are ahead of you on this one. They recognise that the personal is political, and that the effects of workplace stress are now having an impact on them. I felt they needed to know some of the context which might explain the deteriorating mental health of some of their lecturers and professors. As my email correspondent put it “How such things get communicated (well, and with care) to students is a real challenge.” I hope I got it right. It felt as if I did. This was not a monologue; students had questions and comments. Most of all they offered support; their responses were simply heartwarming in contrast to the totalising judgement of management by metrics. As I lost my ability to contain my sadness, my voice trembled and I became tearful. A young woman stepped forward and offered a hug. Later more students arrived at my office with coffee and cake, or just concern. Students I barely know out of class offered more humanity and understanding than the managers who are charged with a duty of care to prevent workplace stress. I was humbled and grateful. And so I found the comfort of strangers in unexpected places, and as I said to my Twitter contact, that day is one I won’t quickly recover from. It was, ironically, Universities Mental Health Day.

References

 

Gill, R. 2009. Breaking the silence: The hidden injuries of neo-liberal academia in R. Flood & R. Gill (eds) Secrecy and Silence in the Research Process: Feminist Reflections. London: Routledge.

Morrish, L. and Sauntson, H. (2013): ‘Business-facing motors for economic development’: an appraisal analysis of visions and values in the marketised UK university, Critical Discourse Studies, 10 1, 1-20.

Metaphors we work by

This post has been inspired by a vigorous discussion on Twitter initiated by a question from Jesse Stommell (@jessifer) (6th November) who had been attending the recent #opened16 conference. “How many of us have been told our work doesn’t count as research or scholarship? How many teachers, adjuncts, activists? How many students”? The question raises issues of autonomy, academic judgement, academic freedom – and all the mechanisms of audit and regulation which act to compromise these, making academic work and research a contested area of access and legitimation.

Helen Sauntson (@HelenSauntson) and I have been investigating how discourse constructs notions of what counts as academic labour, and we started by analysing the discourse of university managerial training courses. The choice of managerial, not management, is deliberate. Managerialism offers the sense of management for its own sake, of management as the central and privileged purpose of the university. Managerialism imposes ‘false’ needs (Klikauer 2013) – inconsequential management demands for their own sake – or rather for the purpose of rendering employees subordinate.  The management training courses, and the materials and documents used within them circulate widely in most university environments and their aim is to effect the reconstitution of academic subjectivities as ‘corporatised’. Included in our survey were documents from several universities’ courses: Personal Development Review (PDR) training, a team leadership course for middle managers, and a module on change management. We have carried out an analysis of the key metaphors used throughout the training course documents.

The rationale of PDR is to make sure that all employees’ objectives are in alignment with the university’s Strategic Plan. One of the possible outcomes of the process is that the employee may be recommended for a performance related pay award. It usually lies in tandem with the university’s performance management process, which ostensibly is designed to diagnose under-performance.

The team leadership course was designed to support employees across the university who had line management responsibilities. The course was detailed and drew on theories of management: teams, change, strategy, leadership, values. It was taught in three modules, consisting of two full days of activities, led by a facilitator. The associated learning packs, slides and documents provide the data.

Change Management was a companion module to the team leadership course, and the associated training pack provided the data. This module was aimed at senior university staff who were deemed to be in a position to implement change.

Metaphors

Metaphors are figures of speech. Words or phrases are used non-literally so that the usual literal ones are displaced, temporarily or habitually, in a particular context. Words are employed symbolically in order to activate images, and thereby associated meanings. For example, in the data of the management courses, work is presented using metaphors of sport. The frequent occurrence of such metaphors means that working in a university is constructed as competitive and is never described in any other terms. These metaphors also present a zero-sum scenario of victory or failure. The density of this lexicon is quite extraordinary. Examples include:

  • How do we kick it [change] off?
  • Kotter argues that many change projects fail because victory is declared too early.
  • Quick wins are only the beginning of what needs to be done.
  • ‘…striving to accomplish pre-determined goals or objectives…
  • The use of specific tactics can also smooth the change process.
  • …emphasises the need for keeping in the win-win area.
  • Targets will be set by the line manager and/or the management of the area and must support the goals of the department.
  • Coaching is about helping someone to get the best performance out of themselves – the potential for which was already there. Coaching is about releasing that potential.
  • This simple model takes the three questions of the sports coach

More concerning is the appearance of metaphors of war in relation to performance management.

  • …how to motivate survivors of a savage round of downsizing.
  • When people feel they are under attack, one response is to become defensive. This might result in territory battles
  • I quickly spot, and take advantage of, weaknesses in competitors.
  • Such individuals are not overtly self-protective or inclined to wage turf wars.
  • What might you do to sabotage your own efforts to reach this goal?

Examples such as these fit with a neoliberal conception of universities as competitive, not collaborative, and concerned with dominance. How often have we heard about education and its role in making us ‘internationally competitive’?  The aim is to win, or, even better, to win-win. We notice that a discourse is created in which it is acceptable (or even encouraged and celebrated) to exploit implied ‘weaknesses’ in a competitor or opponent.

As the opportunities for research funding diminish and panic escalates, the metaphors become more alarmingly violent. I have seen one university’s research newsletter which features cartoons and images depicting research as a gruelling, tortuous process. Achieving impact, for example, is illustrated with a mallet poised to crack an egg. The process of peer review is portrayed in a cartoon where a white-coated scientist is set to run a gauntlet of enemies with swords, cudgels, axes, a chainsaw and at the end the grim reaper ready to strike him down. The ‘welcome to the new academic year’ email from one vice chancellor mentioned that they had enjoyed a two-week holiday getting acquainted with a new chainsaw, which they had found ‘therapeutic’. This was taken by the appalled employees to have both a literal and a metaphorical meaning. One academic, recently promoted, was told they were on a ‘burning platform’ with a time-limited window before successful progression to the next level would be expected.

The work of academics and their experience with the management and structures of the university is presented as an exercise in mortification of the body and psyche. We are seemingly imprisoned in the logic of these metaphors, with all their neoliberal ideological underpinnings. With repetition, this discourse is normalised and institutionalised as a commendable activity; the danger is that we become desensitized to our own objectification.

It is only too evocative of the disintegration of public discourse in the recent US election. We are now left to contemplate the widespread endorsement of bullying, boastfulness and aggression. On Channel 4 News, reporting on the eve of the election Kylie Morris asked, ‘is this a permanent retreat from civility’? It probably is. Another academic colleague emailed this commentary: “the fact that we are asked/required/disciplined to become ever more the hard, ruthless, competitive, economistic, justice-indifferent, homogenised, torture-normalising/enduring, Embodied Metric while all of this is going on, says just about everything.”

References

Klikauer, Thomas. 2013. Managerialism. Houndmills: Palgrave MacMillan.