Finishing the Dissertation: The Ultimate Endurance Test Nancy Klancher, Director Graduate Support Programs, Carnegie Mellon Spring 2005 Not for reproduction or distribution

First, Take Your Pulse… Official Status –Academic standing –Funding –Typical “years to degree” in program Resolve Your Own Ambivalence –Focus - how will you keep it? –Friends - will they still be here, “during?” “after?” –The Defense - “You mean I have to defend this stuff?!” –“After” - Resurfacing to do what? …and go where? –Purpose - “Why am I doing this?”

Second, Remember “Tried-and-True” Rules General Rules Keep a schedule. Make deadlines (pretend ones are OK). Find or start a support group. Exercise. Go to a conference, just to listen. Take a day off--a regular time (once a month)

“Tried-and-True” Rules (Pt. 2) WRITER’S BLOCK Rules Make an outline. Forget the outline; write everything down. Read your draft out loud to yourself. Delete nothing. Start with your favorite part. Change your writing locale. “Bottom to the Chair” - page minimum… Talk about your work, not just to your committee –friends, visitors,boyfriend, your child, your grandma

Post-Proposal Scenario #1 Love Story Or, “the Perfect Fit” Communication is easy and effective Your research agendas dovetail perfectly Your advisor is not just an advisor, but also a sponsor and an advocate for you, professionally.

Post-Proposal Scenario #2 50 First Dates… Or, “Your Immensely-Brilliant and Insanely-Overcommitted Faculty Advisor” –It’s not personal –It’s a problem for both of you, but more for you –So, YOU solve it

Post-Proposal Scenario #3 Zelig… Or, Your Committee and You, “The Human Research Chameleon” Do not get “in the middle” - focus on content. Acknowledge and exploit the expertise each brings. Get them to focus on you, not each other. That means, try to keep the questions YOU care about in front of everyone. Always ask how everything relates back to your questions.

MANAGING UP Or, Taking Control… (without appearing to too much) s to the entire committee--on schedule (once every 3 weeks) Meetings with advisor -- as needed (min: every 2 months) Committee meetings -- as needed

The monthly check-in “Dear committee…” “this was the question we decided to answer last time” “this was the method” “this is what I did; “this is what I found” (or didn’t find) “based on that, I’m going to do A, B, and C next” “is there anything I’m forgetting about A, B, and C?” “is there a ‘D’?” “If I don’t hear from you, I will assume that my next steps are agreeable to you”

Benefits of Managing Up Your focus and organization improve, and so do your committee’s. Your committee and advisor know you are working and what you are working on. This method makes advising you easier. Your committee will like you for that. Informal agreements are formalized

Benefits of Managing Up (cont’d) You have a “paper trail” of approval on your every move, should any questions arise later. Don’t forget that little refrain on every “If I don’t hear from you, I will assume you think I’m on the right track.” Differences of opinion amongst committee members surface as they arise, not after you’ve written for 12 months and think you are done. Depending on the degree and content of disagreement, you can handle via or in a group meeting.

If Your Advisor Doesn’t Like “Being Managed” THIS IS UNLIKELY…but should it happen: Do it less often, but still do it. Discuss “process and feedback” directly with him or her. Talk to other committee members.

Don’t isolate yourself. Don’t give up. See you at the Finish Line!