From virtual to real shared governance in hard times: Making it work, together Gary Rhoades General Secretary American Association of University Professors Gary Rhoades General Secretary American Association of University Professors

2 Introducing 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. 2

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  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  Senates and unions: Unexpected peaceful coexistence.  Recent experience: troubling trends.  Positive possibilities of shared governance.

6 What shared governance is not 6

7 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

8 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. 8

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…