Okay, so — first day back… Did you have fun? Were the other profs nice to you? Did you have lunch with anyone nice?
And your class sizes — let’s talk about those for a moment, shall we? How were they? Manageable? Appropriate for an individualized student-centred learning experience? Seriously — same as usual, better or worse? Larger or smaller than 10 years ago? And if larger, what steps have you taken (or been forced to take, depending upon the evaluations factors on your SWF if you’re full-time) to deal with the numbers? Where have been able to adjust to deliver the same quality as before, or have there been elements where you have simply been unable to deliver the same quality?
Share your experiences anonymously at email@example.com, if you’re so inclined. Remember that we may be a LONG way from having ANY meaningful input on our class sizes, but the College Employer Council has made it abundantly clear that the long road towards that influence begins (but does not, I expect, end) with a strike authorization in the upcoming vote. After all, the Employer has clearly stated that there are only two paths of negotiation: Either a) accept a status quo that leaves issues of academic freedom, college governance, and workload unaddressed in exchange for pay below the projected rate of inflation over the next four years, or b) authorize a strike.
Hey — if nothing else, I appreciate the clarity.
That post elicited the following response from our most dedicated contributor:
While I share the sentiments and empathize with the passion of the writer of “Controlling Our Own Profession,” I think that the interests of accuracy can best be served if we do not mythologize the past. College teachers (and educators from pre-school to post-doc supervisors) have never been “professionals” in the sense that we controlled ingress, internal discipline, fee schedules and egress from our occupation. Accountants, architects, dentists, doctors and lawyers may share in such privileges; we do not and have not.
So, it is a mistake to claim that “management” has “managed to infiltrate our profession.” Going back to the beginning – before the Union – management had unrestrained powers and, of course, management retains virtually unfettered powers today.
This is not to deny the claim that we ought to have such powers. Nor is it to speak against making every effort to gain them. It is only to say that this would be moving into wholly new ground and any such movement would be something that not only management, but the Government of Ontario – regardless of party – would fight (almost) to the death to prevent.
If, however, we entertain aspirations of becoming a profession at some point (or even achieving the kind of co-management that the Union is endorsing), then we had better understand what we’re up against. As Canada’s most beloved philosopher once intoned: “Moral outrage is too precious a commodity to be spent in the service of anything but reality.” (Varsity Arena, October, 1965)
And while I’m opening up the mailbag, permit me to add the following reply from the same contributor to this post — my original reply to the Employer’s “Two Paths: Strike or Settlement” publication. I notice that he does provide a comparison of class sizes “then and now”:
When I came aboard the Good Ship CAAT in August, 1969, there were no contract faculty at my college. Every one of us “Teaching Masters” (we weren’t called “professors” at the time) was full-time. True, individuals might occasionally ask to be put temporarily on a reduced load for any number of personal reasons (and were paid a proportionately reduced salary during that period), but cases of that sort were few and always initiated by the faculty member.
Now, in an era when the number of administrators/managers has ballooned by 50% and more, we are told that paying for full-time employees (both faculty and support staff) is no longer possible. The employer insists that up to 80% of the teaching must be done by overworked, underpaid and systematically intimidated precarious faculty who dare not complain lest they be “terminated without cause.”
How come? Tuition fees are way up, and salaries have barely kept pace with inflation over the past 50 years. Is the alleged fiscal crisis of the colleges to be blamed on hideously incompetent management? Or is something else going on.
One place to look might be the funding strategies adopted by the provincial governments (over decades and by all political parties). The success of the colleges and the “productivity” of professors are obvious. In my department, for example, average class sizes have more than doubled from 15 to about 35, and we now teach almost twice as many classes as we did “in the olden days” – 14 over three semesters rather than 8 over two. So, how come we never seem to benefit from “economies of scale”?
It seems plain either that the colleges are being short-changed or that the colleges are being mismanaged (or maybe both). In any case, the so-called “stalemate” is about more than employee demands and employer recalcitrance. Ultimately, the problem is political.
Voting overwhelmingly to give the Bargaining Team a strike mandate is the only way to show that we are serious about change in the way the colleges work is the first step to solving that political problem. Giving thought to who best represents workers’ rights and education and who deserves another kind of vote when the next provincial election come up less than a year from now is another.
Unlike an increasing number of managers, I may not have an MBA from some digital diploma mill far, far away … but I know this much: this ain’t no way to run a railway, nor an Ontario college system.