Regards, University Mailing Services

I received this email from my employer today:

From: Read Green from Office of Human Resources – Benefits Department <universitymailingnoreply@pitt.edu>
Subject: Faculty Stress
Date: April 25, 2017 at 12:08:33 PM EDT
To: <bickford@pitt.edu>
Reply-To: <noreply@pitt.edu>
If you have ever been through a spell of submission rejections or had unpleasant course evaluations, you know that faculty work can be depressing. If you are unsure about your funding, your research, or your reputation, you know that faculty work can provoke anxiety. And if you are fed-up, you know how burnout got its name. Maybe you are experiencing one of these issues now or maybe you see a colleague going through a hard time. In either case, the University Senate’s Committee on Benefits and Welfare reminds you that Life Solutions knows all about the unique stressors of faculty life and is here to help you. Please review the flyer to find out about this free confidential service for Pitt faculty and staff.
For more information about Read Green, please visit http://technology.pitt.edu/readgreen
Regards,
University Mailing Services

It’s a pretty good email.

Professional autonomy *as* managerial control?

There is a lot of writing out there about de-professionalization in many fields (teaching, nursing, medicine, higher ed, presumably accounting and law), as a phenomenon of corporate managerial control over once-autonomous professionals. This is a real and terrible phenomenon and I share in the handwringing. I’m wondering, though, about a parallel process in which de-professionalization happens because once-autonomous professionals increasingly perform managerial roles–and this is what makes it kind of feel like you still have autonomy. So in higher ed, the hiring, evaluation, and firing of teaching faculty (tenured bosses, etc), for nurses and doctors the increased (I assume?) responsibility to oversee growing ranks of less-credentialed caregiving staff, etc. Obviously this is de-professionalizing in the conventional sense for those being managed. But also for those doing the managing, you have what *feels* like professional autonomy, or at least power and control, in the form of evaluating and directing other people who are involved in the activities of your professional jurisdiction. And that can look and feel surprisingly a lot like “peer review,” the classic function of professional evaluation by other professionals. Like, evaluating a colleague for promotion to tenure can be procedurally rather similar to evaluating a non-tenure-track colleague for contract renewal, and both can feel like part of a professional obligation to steward and protect the autonomous work of the profession. It’s just that one of those really is about a group of professionals deciding who will be a member of their own ranks (a “peer”) and the other is decidedly not. There is maybe a surprisingly fine line between peer evaluation and management, and the latter can be made to at least feel like the former, and I at least have heard people describe activities that are clearly managerial as being sites of professional responsibility (and, for example, a justification for the tenure system). It seems, though, like turning professionals into managers is itself a form of literal de-professionalization too, which is not to say that those once-professionals-now-managers should be the focus of our concern but that the structure of feeling that makes managerial tasks feel like professional autonomy is an important part of the problem.