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Thanks to all those who attended our first Socrates Café Brooklyn, “What is Success?”  It was a real pleasure meeting all of you, hearing your stories and struggles, and peeling back the veneer of our conventional views on success to try and approach the heart of the matter.  I think we often fail to realize the power and importance of throwing ourselves into dialogue with people from different walks of life and suspending, if only for a few minutes or a couple of hours, our basic assumptions about ourselves, our trajectory in life, and our view of the world.  It is not easy–indeed, in our discussion, we hit a few bumps in the road and the engine stalled a few times; but confusion is the crucible of a higher, deeper, rounder form of consciousness.  And we had some unpleasant exchanges; it became clear pretty quickly that the philosophical is the personal.  But overall, I think we had a good first showing and I look forward to our next meeting in January.

Some highlights from our discussion:

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Academic philosophers, pressed to explain their unique contribution to the university, how they “add value,” why they are relevant, and so on, often fumble about, and the first thing the seize upon is the good old, tried and true “critical thinking.”  Ironic as it sounds, today’s academy isn’t all that interested in their critical thinking prowess.  But as it turns out, they may be fumbling in the wrong place, all while sitting on a pile of gold.  In its forecast of hiring practices for 2013, Forbes puts critical thinking at the top of the list.  In fact, philosophical habits of mind dominate the list:  complex problem-solving, judgment and decision-making, and active listening round out the top four.

Forward-thinking business leaders have been singing this song for years:  technical know-how is more downloadable than the supple habits of mind needed to deal with ambiguity and complexity, integrate concepts, perspectives, and data across domains, and see the bigger picture.  As Dov Seidman has argued, in today’s new economy, it doesn’t just matter what you can do, but how you do it, and philosophy is uniquely-suited to help us navigate the new normal of hyper-complexity, hyper-connectedness, and hyper-transparency:

Philosophy can help us address the (literally) existential challenges the world currently confronts, but only if we take it off the back burner and apply it as a burning platform in business. Philosophy explores the deepest, broadest questions of life—why we exist, how society should organize itself, how institutions should relate to society, and the purpose of human endeavor, to name just a few. 

Credit, climate, and consumption crises cannot be solved through specialized expertise alone. These problems, like most issues businesses confront in the global marketplace, feature complex interdependencies that require an understanding of how political, financial, environmental, ethical, and social interests influence each other. A philosophical approach connects the dots among competing interests in an effort to create synergy. Linking competing interests requires philosophers to examine areas that modern-day domain experts too often ignore: core beliefs, ethics, and character. 

Perhaps we might amend Plato’s dream of the philosopher-king:  that the world will limp on until philosophers become CEOs, or CEOs become philosophers.  Bodhisattvas must become businessmen.

What leadership looks like:

On Thursday afternoon, on Day 2 of the Council of Graduate School’s annual meeting here, Michael F. Bérubé was scheduled to give a plenary address titled “The Future of Graduate Education in the Humanities.”

“There is no way to talk about the future of graduate education in the humanities without talking about everything else involved in the study of the humanities,” he told a rapt audience of about 700 graduate deans, most of whom were not from humanities fields.

Mr. Bérubé opened his remarks by saying that every aspect of graduate education in the humanities is in crisis, from the details of the curriculum to the broadest questions about its purpose. “It is like a seamless garment of crisis, in which, if you pull on any one thread, the entire thing unravels. It is therefore exceptionally difficult to address any one aspect of graduate education in isolation,” he said.

Among the problems he cited were high attrition rates among graduate students, the many years it takes students to get their degrees, the need to revise the content of graduate courses so that students are prepared for jobs outside of academe, whether alternative forms should replace the traditional dissertation, and if some programs should be reduced in size or eliminated altogether.

Mr. Bérubé also noted the glut of Ph.D.’s in the academic-job market and the 1.5 million people now employed as adjuncts, with no hope or expectation of ever getting a tenure-track position.

“For what are we training Ph.D.’s in the humanities to do, other than to take academic positions in their fields?” Mr. Bérubé asked the audience. “What does one do with a Ph.D. in philosophy or history, other than aspire to teach and conduct research in philosophy or history?”

The great task of the current generation of graduate students and early-career academics is to answer that question–together.  The university system cannot save them.

Lenny Cassuto makes one:

What if we reconceived the guiding assumption that Ph.D.’s are supposed to become professors? As the Versatile Ph.D., a Web site dedicated to alternative careers for Ph.D.’s, pointed out in a comment to me, “Recognizing nonacademic placements as legit communicates a much more positive message about the skills and abilities that are nurtured by graduate education. It affirms the value of the entire enterprise.”

But it also throws a bone to administration.  If graduate programs were tricked out with nonacademic job training programs and workshops; if they forged partnerships with university career services offices, AltAc alumni, and administrators; talked openly about applying PhD training and skills, rather than relegating these conversations to the shadows; and/or incorporated internships and/or service learning into their programs–if any or all of these things are done, then graduate schools gain a competitive advantage.  They can say to prospective students:  “We don’t just place our graduates in tenure-track jobs.  We prepare them for a whole host of careers in different sectors.”  A healthy culture is one capable of criticism, reform, and adaptation–that is how institutional metabolism works.  But as Cassuto points out, cultural change can only happen if it starts at the academic equivalent of birth:

That affirmation has to begin at the earliest stage of graduate school. Professors need to shape students’ expectations before they enter graduate school—which means more transparency about their career options. And we need to shape students’ expectations while they’re in school about what’s waiting for them afterward. Most important, we need to alter their training accordingly, to prepare them for the full range of jobs they will be able to get.

The system only gets fixed from the inside, granted.  But I worry that Cassuto’s solution is only a rearguard action that eases the passage of the current generation of graduate students but concedes that the war is lost:  admissions will be cut and programs will close, and “becoming a professor” will no longer be a legitimate career path.

In any case, if present trends continue, I think we’re likely to see three species of PhDs:  the few Elites idling in Ivy Heaven , the many Plebs toiling away in Adjunct Hell, and the plucky, creative NACs who parlay the PhD into something new.

John-Belushi-College

This week, both The Chronicle of Higher Education and the New York Times added to to mounting conversation about the status, role, and nature of college in our present moment–this time from the teenage perspective, proposing two alternatives to the traditional high-school-to-college conveyor belt:  later or never.

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Roger Steare, an organizational ethics professor in the UK, guides organizations in the private and public sectors:  “Ethics is no longer optional, it is absolutely crucial to the sustainability and success of our businesses, our public-sector services and every other institution and enterprise.”

More at his organization, Ethicability.

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A giant ball of oil.

(Chart by James Lawrence Powell)

Check out my interview with Daniel Mullin, editor of the Unemployed Philosophers Blog.  We discuss nonacademic careers, application of philosophy beyond the academy, and philosophical counseling, among other issues.  Dan’s got some great content on his blog that is definitely worth checking out.

 

David E. Storey

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