Maximizing Value in the Evolving Landscape of Tenured/Tenure Track Faculty
Exploring Innovative Approaches to Evaluating and Supporting Faculty in Research Universities using ChatGPT
What does “tenure” mean at a research university? How does this create institutional and social value? How should tenure track faculty be evaluated — especially as understanding of what constitutes “scholarship” continues to evolve? And how can universities ensure that they retain productive faculty and get the most out of them?
For anyone working at a research university, these will be very familiar questions. However, the answers are rarely straight forward.
Growing concerns abound around academic elitism, anachronistic ideas of what tenure means, outmoded expectations for how tenure track faculty are evaluated, and fears that current systems reward unproductive and discriminatory behavior, have led many institutions to convene committees and working groups to rethink and even re-invent the nature of tenure.
However, these efforts usually lead to months and even years of intense discussion followed by muddled and convoluted outputs that rarely lead to progress.
Reflecting on this in an idle moment, I got to wondering what the latest iteration of AI-driven Large Language Models — and in particular ChatGPT running GPT4 — had to say about the challenges and opportunities here.
What started as an idle experiment turned into a surprisingly nuanced conversation.
I was so intrigued by what transpired that I’m including the conversation here in full. This is, in part, an exercise in teasing out insights from ChatGPT through layered and sequential prompts that allow for context-setting and ideas-development. As a result, the really interesting stuff is toward the end.
This interesting stuff includes a progressive framework for tenure track faculty evaluation; elements of a narrative approach to evaluation; what universities can be doing to facilitate value-creation from tenured/tenure track faculty and; importantly, what they should avoid if they don’t want to stifle value creation!
At one level there’s not much that’s new here — and there are things that are missing that are probably important, including building equitable communities and a collaborative culture that includes staff, students, and non-tenured faculty. However, the clarity with which the ideas are articulated and their relevance to current discussions is impressive.
In effect ChatGPT managed to achieve in a few minutes what many university committees fail to achieve over months of deliberation.
Here, then, is the conversation (also available here):
AM: Hi ChatGPT — how familiar are you with the position of tenured (or tenure track) professor at a research university?
ChatGPT: As an AI language model, I am familiar with the position of tenured and tenure-track professors at research universities. Tenure is a status granted to professors that provides them with long-term job security and academic freedom. This allows them to pursue research and teaching without the fear of losing their jobs due to external pressures or changes in university administration.
Tenure-track positions are typically offered to promising early-career scholars with the understanding that they will work towards achieving tenure. The process usually involves a probationary period (often six years) during which the candidate is evaluated on their research, teaching, and service to the university. If they meet the institution’s expectations, they may be granted tenure and promoted to the rank of associate professor or full professor.
Tenured professors are expected to continue producing high-quality research, teaching, and service to their institutions. They often have more freedom to choose their research topics and are expected to contribute to the development of their fields and mentor junior colleagues.
It is important to note that the tenure process and the expectations for faculty members can vary across universities and disciplines.
AM: Are you familiar with some of the challenges of managing and motivating tenured faculty?
ChatGPT: Yes, I am familiar with some of the challenges associated with managing and motivating tenured faculty. While tenured professors have earned a certain degree of job security and academic freedom, ensuring their ongoing productivity and engagement can be challenging for university administrators and department chairs. Some common challenges include:
Complacency: Tenured faculty might become less motivated to pursue innovative research, high-quality teaching, or service activities due to their secure job status. Maintaining enthusiasm and productivity can be difficult over time.
Resistance to change: Tenured professors may have established teaching methods, research agendas, or administrative practices that they are unwilling to change, even if new approaches might be more effective or beneficial for the department or institution.
Diverse interests and priorities: Faculty members often have different research interests, teaching philosophies, and personal goals. Balancing and integrating these varied perspectives can be challenging for administrators.
Allocation of resources: Tenured faculty may compete for limited resources, such as research funding, lab space, or administrative support, which can create tension and undermine collaboration within the department.
Mentoring and collaboration: Encouraging tenured faculty to actively mentor junior colleagues and collaborate with others can be challenging, as they may prioritize their own research and teaching agendas.
Ensuring quality teaching: Ensuring that tenured faculty maintain high teaching standards can be difficult, as they may focus more on their research endeavors.
Managing performance issues: Addressing performance concerns with tenured faculty can be challenging, given the job security and academic freedom they enjoy.
To address these challenges, university administrators and department chairs might adopt various strategies, such as setting clear expectations for faculty performance, providing opportunities for professional development, fostering a supportive and collaborative environment, and implementing periodic evaluations to assess and provide feedback on faculty performance.
AM: And how about the value that tenured faculty bring to a research university?
ChatGPT: Tenured faculty bring significant value to research universities in a variety of ways:
Expertise and experience: Tenured faculty are usually accomplished scholars with deep knowledge and experience in their fields. They contribute to the advancement of their disciplines through innovative research, publishing in academic journals, and presenting at conferences.
Reputation and prestige: The presence of esteemed tenured faculty can enhance a university’s reputation and attract top students, researchers, and funding opportunities. Their accomplishments and recognition within their fields can bolster the institution’s standing in national and international rankings.
Mentorship and guidance: Tenured faculty often serve as mentors and advisors to graduate and undergraduate students, as well as junior faculty. Their experience and insights can help cultivate the next generation of scholars and professionals.
Teaching and curriculum development: Tenured professors contribute to the development and delivery of high-quality academic programs by designing and teaching courses, creating new curricula, and ensuring that course offerings remain current and relevant.
Institutional stability: Tenured faculty provide a stable foundation for the university, as they are less likely to leave for other positions. This continuity can help maintain a consistent vision and direction for the institution and its programs.
Academic freedom: The job security provided by tenure enables faculty to pursue ambitious and innovative research projects without fear of losing their positions due to political or financial pressures. This freedom can lead to groundbreaking discoveries and advancements in their fields.
Service and leadership: Tenured faculty often take on leadership roles within their departments and the broader university, serving on committees, participating in accreditation reviews, and contributing to strategic planning and policy-making.
Collaboration and interdisciplinary research: Tenured faculty may engage in collaborative research projects with colleagues from other departments, fostering interdisciplinary innovation and strengthening connections within the university.
External engagement: Many tenured professors maintain relationships with industry, government, and non-profit organizations, facilitating partnerships and collaborations that can benefit the university and its stakeholders.
In summary, tenured faculty play a crucial role in shaping the research, teaching, and service missions of research universities. Their expertise, experience, and commitment to academic freedom contribute to the advancement of knowledge and the development of future scholars and professionals.
AM: Is there unique value that tenured professors bring to society more broadly?
ChatGPT: Yes, tenured professors bring unique value to society more broadly in several ways:
Advancement of knowledge: Through their research, tenured professors contribute to the growth and dissemination of knowledge in their fields. Their work often leads to new discoveries, theories, and insights that can inform public policy, shape industry practices, and drive technological innovations.
Education and workforce development: Tenured professors play a critical role in training and educating the next generation of professionals and academics, equipping them with the skills, knowledge, and critical thinking abilities needed to succeed in their careers and contribute to society.
Public engagement and outreach: Many tenured professors engage with the public through popular writing, media appearances, public lectures, and social media. They help to make complex ideas and research findings accessible to a broader audience, fostering public understanding and appreciation of science, technology, and the humanities.
Policy and decision-making: Tenured professors often serve as advisors or consultants to government agencies, non-profit organizations, and private sector entities, providing expert insights and evidence-based recommendations that can inform policy and decision-making.
Economic impact: Research conducted by tenured professors can have significant economic implications, such as the development of new technologies, products, and services that generate jobs, revenue, and economic growth.
Social and cultural impact: Tenured professors in the humanities and social sciences explore issues related to culture, society, and human behavior, which can contribute to a better understanding of our world and inform social policies and cultural practices.
Global collaboration: Tenured professors often collaborate with researchers from other countries, fostering international partnerships and exchanges of ideas that can benefit society at large.
Fostering critical thinking and intellectual debate: Tenured professors, by virtue of their academic freedom, can question and challenge established ideas and norms, encouraging intellectual debate and critical thinking that can lead to societal progress.
Preservation and transmission of cultural heritage: Tenured professors in fields such as history, literature, and the arts contribute to the preservation, study, and dissemination of cultural heritage, ensuring that future generations can learn from and appreciate the achievements and experiences of the past.
In summary, tenured professors bring unique value to society by advancing knowledge, educating future generations, engaging with the public, informing policy, and fostering critical thinking and intellectual debate. Their contributions have wide-ranging impacts on the economy, culture, and quality of life for individuals and communities around the world.
AM: What are some of the most relevant ways in which the value that tenured professors create can be evaluated?
Evaluating the value created by tenured professors involves considering their contributions to research, teaching, and service. While the specific criteria and weight given to each area may vary by institution and discipline, some of the most relevant ways to assess their value include:
Research impact:
Publication record: The number and quality of publications in peer-reviewed journals, books, or conference proceedings can be a significant measure of a professor’s research productivity.
Citation metrics: The number of times a professor’s work is cited by other scholars can indicate the influence and impact of their research within their field.
Grants and funding: Securing competitive research grants and funding demonstrates a professor’s ability to attract resources and undertake significant research projects.
Awards and honors: Recognition from professional societies, institutions, or other organizations highlights a professor’s contributions and standing within their field.
Intellectual property: Patents, copyrights, or other forms of intellectual property can signal a professor’s innovative research with potential commercial applications.
2. Teaching effectiveness:
Student evaluations: Feedback from students on course content, teaching style, and overall effectiveness can provide insights into a professor’s teaching skills.
Peer evaluations: Assessments from fellow faculty members or external reviewers can offer valuable perspectives on a professor’s teaching methods and curriculum development.
Teaching awards: Recognition for excellence in teaching can indicate a professor’s dedication to and effectiveness in educating students.
Curriculum development: Contributions to the design, implementation, and revision of academic programs can demonstrate a professor’s commitment to maintaining high-quality educational offerings.
Student outcomes: Metrics such as graduation rates, job placement, and alumni success can reflect the quality of education provided by a professor.
3. Service contributions:
University service: Participation in committees, administrative roles, and other university-related activities demonstrates a professor’s commitment to the institution’s mission and governance.
Professional service: Engagement with professional organizations, such as serving on editorial boards, organizing conferences, or holding leadership positions, can indicate a professor’s dedication to their discipline and the broader academic community.
Public service: Involvement in outreach activities, public lectures, policy consultation, or media appearances can illustrate a professor’s commitment to sharing knowledge and expertise with society at large.
Mentoring: A professor’s efforts to guide and support students and junior colleagues in their academic and professional development can be an essential aspect of their service contributions.
It’s important to note that the relevance and weight of these evaluation criteria can vary depending on the institution, discipline, and individual professor. Evaluating tenured professors should involve a balanced and holistic approach that takes into account the diverse ways they create value through research, teaching, and service.
AM: These are quite conventional and outmoded ways of approaching tenured professor evaluations — especially as our understanding of valuable scholarship is transcending the divisions between research, teaching and service (for instance, teaching and service can also include scholarship), and there are a growing number of ways to demonstrate rigorous scholarship beyond peer review publications. Could you explore some of the more innovative ways of evaluating value creation by tenured professors that are being explored as the nature of scholarship and the role of scholarly value creation change within society?
ChatGPT: Certainly, as the nature of scholarship and the role of scholarly value creation change within society, there is an increasing interest in exploring innovative ways to evaluate the value created by tenured professors. Here are some alternative and emerging approaches to assessing their contributions:
Public and engaged scholarship: Acknowledging the value of scholarship that addresses societal challenges, fosters dialogue between academics and the public, and involves collaboration with non-academic stakeholders. This may include evaluating contributions to public debates, policy development, community-based research, and collaborative projects with community organizations or industry partners.
Digital scholarship: Recognizing the growing importance of digital media and tools in research and dissemination, evaluations can consider a professor’s engagement with digital humanities, data science, online publications, blogs, podcasts, or social media channels that advance knowledge and engage broader audiences.
Interdisciplinary and collaborative research: Encouraging and valuing research that transcends traditional disciplinary boundaries and involves collaboration with researchers from different fields. Evaluation can take into account the development of interdisciplinary programs, participation in cross-disciplinary projects, and co-authorship of publications with scholars from diverse areas.
Alternative publication formats: Recognizing the value of non-traditional forms of scholarly output, such as op-eds, policy briefs, white papers, reports for non-governmental organizations, artistic works, or multimedia projects that demonstrate scholarly rigor and have a broader impact.
Open access and public dissemination: Emphasizing the importance of making research findings accessible to the public, evaluations can consider a professor’s commitment to publishing in open access journals, sharing research data, or engaging in open educational practices, such as creating and sharing open educational resources.
Inclusive and innovative teaching: Valuing the development and implementation of pedagogical approaches that promote diversity, equity, and inclusion, such as culturally responsive teaching, universal design for learning, or community-engaged learning experiences.
Student-centered learning outcomes: Focusing on the development of skills and competencies in students, rather than relying solely on traditional grading methods. This can include evaluating the effectiveness of project-based learning, capstone courses, or experiential learning opportunities that prepare students for careers or civic engagement.
Broader impact and social responsibility: Assessing the societal impact of a professor’s work, such as addressing global challenges, promoting social justice, or contributing to environmental sustainability. This can involve evaluating their engagement with public policy, community-based initiatives, or international collaborations.
Reflective practice and self-assessment: Encouraging professors to engage in regular self-assessment and reflection on their research, teaching, and service contributions. This can involve the use of teaching portfolios, research statements, or service narratives that document growth, challenges, and accomplishments over time.
Holistic, narrative-based evaluation: Moving away from a purely metric-based evaluation, institutions can adopt a more qualitative and narrative-based approach that takes into account the unique context, goals, and achievements of individual professors.
These innovative approaches to evaluating value creation by tenured professors recognize the changing landscape of scholarship and aim to capture the diverse ways in which academics contribute to their fields, institutions, and society at large.
AM: Can you say more about digital scholarship, and especially how the value and robustness of scholarship is assessed or validated here?
ChatGPT: Digital scholarship encompasses the use of digital tools, methods, and platforms for conducting, analyzing, and disseminating research. It often involves interdisciplinary collaboration and can extend across various fields, such as digital humanities, social sciences, and natural sciences. The value and robustness of digital scholarship can be assessed and validated in several ways:
Methodological rigor: As with any scholarly work, digital scholarship should demonstrate methodological rigor. Evaluators should consider the appropriateness of the digital methods employed, the quality of data collection and analysis, and the transparency of the research process. This includes understanding the limitations and biases of digital tools and ensuring the proper use of algorithms and software.
Innovation and originality: Digital scholarship often involves the development or application of new tools, methods, or approaches to address research questions or solve problems. Evaluators should consider the extent to which a digital project demonstrates innovation and contributes to the advancement of the field.
Interdisciplinary collaboration: Digital scholarship frequently requires collaboration among researchers from different disciplines, as well as experts in areas such as computer science, data management, or information technology. Evaluators should consider the effectiveness of these collaborations and their contributions to the research outcomes.
Relevance and impact: The value of digital scholarship can be assessed by examining its relevance to the field and its potential impact on academia, policy, or society at large. This may include the ways in which digital projects address significant research questions, contribute to public debates, or inform decision-making.
Accessibility and usability: Digital scholarship often aims to make research more accessible and interactive for a broader audience. Evaluators should consider the design and usability of digital projects, including the extent to which they provide access to research data, facilitate user engagement, and adhere to principles of universal design.
Preservation and sustainability: Given the rapidly changing nature of digital technologies, evaluators should assess the long-term viability and preservation of digital projects. This includes considering the project’s data management plan, archiving strategies, and commitment to maintaining the project as technologies evolve.
Peer review and community feedback: As with traditional scholarship, digital projects can be assessed through peer review processes, either in the form of traditional journal publications or through alternative formats such as online platforms or project reviews. Community feedback and engagement can also provide insights into the value and robustness of a digital project.
Metrics and alternative indicators: While traditional citation metrics may not fully capture the impact of digital scholarship, alternative indicators can help assess its value. These may include web traffic, social media engagement, or other forms of online interaction and recognition.
Grants, awards, and recognition: Securing competitive grants, awards, or other forms of recognition for digital projects can serve as evidence of their value and robustness.
Dissemination and public engagement: Evaluators should consider the ways in which digital scholars disseminate their work and engage with the public, whether through online platforms, social media, conferences, or workshops.
Assessing the value and robustness of digital scholarship requires a comprehensive understanding of the unique aspects of digital research, the appropriate evaluation criteria, and an openness to alternative indicators of success and impact.
AM: I’m also interested in digital media for dissemination here. For instance, if someone does ground-breaking work on AI and the evolution of social norms (for instance) but publishes in blogs, on social media, and through non peer reviewed papers in places like ArXiv because this disseminates information in a more responsive and relevant way, how is the validity of this work assessed?
ChatGPT: When assessing the validity of groundbreaking work published through non-traditional channels like blogs, social media, or non-peer-reviewed platforms like ArXiv, several factors can be considered:
Content quality: Regardless of the publication medium, the core of any scholarly work is the quality of its content. Evaluators should assess the clarity, coherence, and depth of the research, along with the soundness of the methodology and argumentation.
Credibility of the author: The author’s background, expertise, and reputation in the field can lend credibility to their work. Evaluators can consider the author’s academic qualifications, previous publications, professional affiliations, or recognition in the form of awards, grants, or speaking engagements.
Citations and references: Even in non-traditional formats, a well-researched piece should cite relevant literature and sources to support its arguments. Evaluators can examine the quality and breadth of the cited works to assess the depth of the research.
Community engagement and feedback: The reception of the work by the scholarly community and the broader public can provide insights into its validity. This may include comments, shares, or discussion on social media, responses on blogs or other platforms, or references in other scholarly works.
Informal peer review: Although the work may not undergo formal peer review, it can still be subject to scrutiny and feedback from fellow researchers. For instance, preprints on ArXiv may receive comments or suggestions from readers, which can help improve the quality of the work.
Subsequent formal publications: In some cases, research initially disseminated through non-traditional channels may later be published in peer-reviewed journals or presented at conferences. This can serve as additional evidence of the work’s validity and impact.
Metrics and alternative indicators: While traditional citation metrics may not fully capture the impact of work published through digital media, alternative indicators can help assess its validity. These may include web traffic, social media engagement, or other forms of online interaction and recognition.
Real-world impact: The practical implications or applications of the research can be an indicator of its validity. Evaluators can consider how the work has influenced policy, industry practices, or other scholarly research.
Reproducibility and transparency: The extent to which the author shares data, code, or other materials that allow for the independent verification or replication of their findings can be an important factor in assessing the validity of the work.
Cross-referencing with traditional publications: If the author also publishes related work in traditional, peer-reviewed venues, evaluators can assess the consistency and coherence of the arguments and findings across different formats.
In summary, while evaluating the validity of research disseminated through non-traditional channels can be more challenging, a combination of factors like content quality, author credibility, community engagement, and real-world impact can help provide a comprehensive assessment of the work’s value and robustness.
AM: OK — this is very helpful. Now, if I was to compile a list of measurable or assessable criteria against which the annual performance of tenured (or tenure track) faculty was to be assessed, and this was to be agnostic of different disciplines as well as reflecting traditional as well as non-traditional scholarship, what might this look like?
ChatGPT: Creating a comprehensive list of measurable or assessable criteria for evaluating the annual performance of tenured or tenure-track faculty, while being discipline-agnostic and inclusive of both traditional and non-traditional scholarship, can be challenging. However, here’s an attempt to provide a flexible framework that can be adapted to different disciplines and types of scholarship:
Research and scholarly contributions: a. Number and quality of traditional publications (peer-reviewed articles, books, book chapters, conference proceedings) b. Non-traditional publications (blogs, white papers, policy briefs, op-eds, multimedia projects) c. Citations and alternative impact metrics (e.g., social media engagement, web traffic) d. Grants, awards, and funding secured e. Intellectual property (patents, copyrights, etc.) f. Collaborations (interdisciplinary projects, partnerships with industry or community organizations) g. Conference presentations and invited talks h. Engagement with digital scholarship and tools i. Open access and public dissemination of research
Teaching and pedagogy: a. Student evaluations and feedback b. Peer evaluations and feedback c. Teaching awards or recognition d. Development of new courses, programs, or curricular innovations e. Inclusive and innovative teaching practices (culturally responsive teaching, universal design for learning, etc.) f. Student-centered learning outcomes (e.g., project-based learning, skill development) g. Supervision and mentorship of students (undergraduate, graduate, or postdoctoral) h. Contributions to open educational resources or online teaching
Service and engagement: a. University service (committee participation, administrative roles, event organization) b. Professional service (editorial boards, conference organization, leadership positions in professional societies) c. Public service (outreach activities, public lectures, policy consultation, media appearances) d. Mentoring and support of junior colleagues or peers e. Community engagement and partnership development f. Contributions to diversity, equity, and inclusion initiatives
Personal and professional development: a. Participation in professional development workshops, seminars, or courses b. Reflective practice and self-assessment (teaching portfolios, research statements, service narratives) c. Continued growth and development in research, teaching, and service
This list is intended to be flexible and adaptable to different contexts, disciplines, and types of scholarship. When implementing such evaluation criteria, it’s essential to ensure that the process is transparent, fair, and inclusive, taking into account the diverse ways in which faculty contribute to their fields, institutions, and society at large. Additionally, it is crucial to recognize that not all criteria will be applicable or equally important for every faculty member or discipline.
AM: And if you were to develop evaluation criteria that included a narrative component such as you mentioned above, as well as the blurring of lines between research/scholarship, teaching, and service, what would this look like?
ChatGPT: Developing evaluation criteria that include a narrative component and acknowledge the blurring of lines between research/scholarship, teaching, and service would require a more holistic and qualitative approach. The focus would be on understanding the unique context, goals, and achievements of individual faculty members. Here’s a suggested framework for incorporating narrative components and recognizing the interconnections between research, teaching, and service:
Integrative narrative statement: Faculty members can be asked to provide an integrative narrative statement that describes their overarching goals, achievements, and contributions in research, teaching, and service. This statement should emphasize how their work in these three areas is interconnected and mutually reinforcing, and how it aligns with their personal goals, disciplinary trends, and institutional priorities.
Research and scholarly impact narrative: Faculty members can be asked to elaborate on their research and scholarly contributions, focusing on the significance, impact, and innovation of their work. They should be encouraged to include both traditional and non-traditional forms of scholarship, as well as any interdisciplinary or collaborative projects. They can also discuss how their research informs their teaching and service activities, and vice versa.
Teaching and pedagogical impact narrative: Faculty members can be asked to provide a detailed account of their teaching philosophy, practices, and accomplishments. This narrative should highlight their efforts to create inclusive, student-centered learning environments, implement innovative pedagogies, and integrate research and service into their teaching. They can also discuss their contributions to curriculum development, mentorship, and support for diverse learners.
Service and engagement impact narrative: Faculty members can be asked to describe their service and engagement activities, both within and outside the university. They should emphasize the impact and relevance of these activities to their research, teaching, and broader community. They can also discuss their contributions to diversity, equity, and inclusion initiatives, as well as their efforts to build partnerships and collaborations with external stakeholders.
Personal and professional development narrative: Faculty members can be asked to reflect on their personal and professional growth, including their participation in professional development opportunities, achievements of specific goals, or overcoming challenges. They should discuss how their experiences in research, teaching, and service have shaped their career trajectory and informed their future aspirations.
Future goals and plans narrative: Faculty members can be asked to outline their short- and long-term goals and plans in research, teaching, and service. They should discuss how these goals align with their personal interests, disciplinary trends, and institutional priorities, and how they plan to contribute to the advancement of their field, the university, and society at large.
By incorporating narrative components and focusing on the interconnectedness of research, teaching, and service, the evaluation process can provide a more nuanced and comprehensive understanding of a faculty member’s contributions and impact. This approach emphasizes the unique context and achievements of individual faculty members, allowing for a more personalized and meaningful evaluation.
AM: Finally, I want to explore factors that enhance and impede maximizing the value creation that tenured faculty are capable of. First, could you outline some of the most effective ways of enhancing the ability of and willingness of tenured faculty to create value.
ChatGPT: Enhancing the ability and willingness of tenured faculty to create value requires creating an environment that supports their professional development, fosters collaboration, and recognizes the diverse ways in which faculty contribute to their fields, institutions, and society. Some effective ways to achieve this include:
Professional development opportunities: Provide resources and opportunities for faculty to continually develop their skills and knowledge in research, teaching, and service. This may include workshops, seminars, conferences, or access to online courses and resources.
Mentoring and support: Encourage experienced faculty to mentor and support their junior colleagues or peers in areas such as research collaboration, grant writing, curriculum development, and service activities. Establishing formal mentorship programs or peer support groups can facilitate these relationships.
Recognition and rewards: Acknowledge and reward the diverse contributions of faculty through awards, promotions, and other forms of recognition. Ensure that the evaluation process is transparent, fair, and inclusive, taking into account the varied ways in which faculty contribute to their disciplines and institutions.
Flexibility and autonomy: Grant faculty the flexibility and autonomy to pursue their research interests, develop innovative teaching methods, and engage in meaningful service activities. Encourage interdisciplinary collaboration and the exploration of non-traditional forms of scholarship.
Encourage collaboration: Foster a culture of collaboration within and across departments, as well as with external partners such as industry or community organizations. Provide resources and support for collaborative projects, interdisciplinary research, and community engagement.
Adequate resources and infrastructure: Ensure that faculty have access to the necessary resources, funding, and infrastructure to conduct their research, teach effectively, and engage in service activities. This may include access to research funding, teaching support, office space, and technological resources.
Work-life balance: Support faculty in maintaining a healthy work-life balance by offering flexible work arrangements, promoting wellness initiatives, and providing resources for managing stress and personal challenges.
Diversity, equity, and inclusion: Foster an inclusive environment that values and supports faculty from diverse backgrounds and experiences. This may involve implementing policies and initiatives aimed at promoting diversity, equity, and inclusion within the institution and addressing barriers that may impede the success of underrepresented faculty members.
Clear communication and shared governance: Establish clear channels of communication and promote shared governance within the institution, ensuring that faculty have a voice in decision-making processes and are kept informed of relevant policies, initiatives, and opportunities.
Regular feedback and assessment: Encourage faculty to engage in regular self-assessment and reflection, and provide constructive feedback on their performance in research, teaching, and service. Use evaluations as an opportunity for growth and development, rather than solely focusing on performance metrics.
By implementing these strategies, institutions can create a supportive and inclusive environment that enables tenured faculty to maximize their value creation and contribute to the advancement of their disciplines, the university, and society at large.
AM: Just out of interest, if you could describe an archetypal tenured faculty who was highly motivated and extremely effective at creating value, what would this be like?
ChatGPT: An archetypal tenured faculty member who is highly motivated and extremely effective at creating value would embody several key characteristics and qualities that contribute to their success in research, teaching, and service. These include:
Passion and curiosity: A genuine passion for their field of study, driven by intellectual curiosity and a desire to advance knowledge and understanding. This enthusiasm is contagious and serves to inspire both their students and colleagues.
Expertise and innovation: A deep and broad expertise in their discipline, coupled with the ability to innovate, think critically, and push the boundaries of their field. They stay up-to-date with the latest research, trends, and developments and apply this knowledge to their work.
Strong communication skills: The ability to effectively communicate their ideas and findings to diverse audiences, including students, peers, policymakers, and the public. They are skilled at presenting complex concepts in accessible and engaging ways, both in writing and speaking.
Dedication to teaching and mentorship: A commitment to providing high-quality, student-centered education that fosters critical thinking, creativity, and problem-solving skills. They are dedicated to mentoring and supporting their students, helping them to succeed academically and professionally.
Collaboration and interdisciplinary engagement: A willingness to collaborate with colleagues from diverse backgrounds and disciplines, recognizing the value of interdisciplinary perspectives and approaches. They actively seek out opportunities to work with others, both within and outside their institution.
Community engagement and public service: A commitment to using their expertise and skills to benefit their local community, the broader society, and the global community. They engage in public service activities, such as policy consultation, public lectures, and media appearances, to share their knowledge and contribute to the public discourse.
Leadership and vision: The ability to inspire and lead others, both within and outside their department or institution. They have a clear vision for the future of their field and their role in shaping it and are able to articulate this vision to others.
Adaptability and resilience: The capacity to adapt to changing circumstances, overcome setbacks, and learn from their experiences. They demonstrate resilience in the face of challenges and are persistent in their pursuit of their goals.
Commitment to diversity, equity, and inclusion: A genuine commitment to promoting diversity, equity, and inclusion within their discipline, their institution, and the broader academic community. They actively work to create an inclusive and supportive environment for all.
Time management and prioritization: The ability to effectively manage their time and prioritize their various responsibilities, balancing their commitments to research, teaching, and service while maintaining a healthy work-life balance.
This archetypal tenured faculty member would be highly effective at creating value across a range of dimensions, contributing significantly to their field, their institution, and society as a whole.
AM: And could you say something about the unique relationship between employer and employee with tenured faculty — to what extent is this a traditional employer-employee relationship, as opposed to something more unusual?
ChatGPT: The relationship between a tenured faculty member and their employing university is somewhat distinct from a traditional employer-employee relationship, as it involves unique aspects and dimensions that set it apart. Some key differences include:
Tenure and job security: One of the defining features of a tenured faculty position is the provision of tenure, which grants a high level of job security and protection from arbitrary dismissal. This aspect of the relationship is quite different from most traditional employment relationships, where employees may be more easily terminated or subject to job instability.
Academic freedom: Tenured faculty enjoy a significant degree of academic freedom, which allows them to pursue their research interests, express their ideas, and engage in intellectual inquiry without fear of reprisal or censorship. This autonomy is an essential aspect of the academic profession and distinguishes tenured faculty positions from many other types of employment.
Shared governance: Many universities practice a form of shared governance, in which faculty members have a say in institutional decision-making processes, such as setting academic policies, shaping curricula, and hiring or promoting colleagues. This level of involvement in the governance of their workplace is not typically found in traditional employer-employee relationships.
Self-direction and autonomy: Tenured faculty often have a high degree of self-direction and autonomy in their work, setting their research agendas, determining their teaching approaches, and deciding how to allocate their time and effort across various responsibilities. This level of independence can be quite different from the more hierarchical and structured environments found in some other professions.
Multiple roles and responsibilities: Tenured faculty typically have diverse roles and responsibilities, encompassing research, teaching, and service. Their work can involve a wide range of activities and collaborations, both within and outside their employing institution. This multi-faceted nature of their work can set them apart from employees in more narrowly defined roles.
Professional reputation and impact: Tenured faculty members often build their professional reputation and impact not just within their employing institution but also within their broader academic community and field. Their achievements, such as publications, grants, and conference presentations, can contribute to the prestige and reputation of their institution, making the relationship more symbiotic than a typical employer-employee dynamic.
These factors contribute to a unique relationship between tenured faculty and their employing university, characterized by greater job security, autonomy, academic freedom, and involvement in institutional governance. While there are still aspects of a traditional employer-employee relationship, such as performance evaluations, adherence to institutional policies, and expectations of professionalism, the distinctive elements of the tenured faculty position set it apart from many other types of employment.
AM: Now that we’ve explored the profile of an archetypal tenured faculty and the unique employer-employee relationship they are a part of, could you revisit the most effective ways of enhancing the ability of and willingness of tenured faculty to create value.
ChatGPT: Certainly! To enhance the ability and willingness of tenured faculty to create value, universities should focus on creating a supportive environment that acknowledges their unique roles and responsibilities, fosters collaboration, and provides opportunities for growth and development. Here are some strategies that institutions can adopt to achieve this:
Professional development opportunities: Offer resources and opportunities for faculty to continually develop their skills and knowledge in research, teaching, and service. This may include workshops, seminars, conferences, or access to online courses and resources.
Mentoring and support: Encourage experienced faculty to mentor and support their junior colleagues or peers in areas such as research collaboration, grant writing, curriculum development, and service activities. Establishing formal mentorship programs or peer support groups can facilitate these relationships.
Recognition and rewards: Acknowledge and reward the diverse contributions of faculty through awards, promotions, and other forms of recognition. Ensure that the evaluation process is transparent, fair, and inclusive, taking into account the varied ways in which faculty contribute to their disciplines and institutions.
Flexibility and autonomy: Grant faculty the flexibility and autonomy to pursue their research interests, develop innovative teaching methods, and engage in meaningful service activities. Encourage interdisciplinary collaboration and the exploration of non-traditional forms of scholarship.
Encourage collaboration: Foster a culture of collaboration within and across departments, as well as with external partners such as industry or community organizations. Provide resources and support for collaborative projects, interdisciplinary research, and community engagement.
Adequate resources and infrastructure: Ensure that faculty have access to the necessary resources, funding, and infrastructure to conduct their research, teach effectively, and engage in service activities. This may include access to research funding, teaching support, office space, and technological resources.
Work-life balance: Support faculty in maintaining a healthy work-life balance by offering flexible work arrangements, promoting wellness initiatives, and providing resources for managing stress and personal challenges.
Diversity, equity, and inclusion: Foster an inclusive environment that values and supports faculty from diverse backgrounds and experiences. This may involve implementing policies and initiatives aimed at promoting diversity, equity, and inclusion within the institution and addressing barriers that may impede the success of underrepresented faculty members.
Clear communication and shared governance: Establish clear channels of communication and promote shared governance within the institution, ensuring that faculty have a voice in decision-making processes and are kept informed of relevant policies, initiatives, and opportunities.
Regular feedback and assessment: Encourage faculty to engage in regular self-assessment and reflection, and provide constructive feedback on their performance in research, teaching, and service. Use evaluations as an opportunity for growth and development, rather than solely focusing on performance metrics.
By implementing these strategies, institutions can create a supportive and inclusive environment that enables tenured faculty to maximize their value creation and contribute to the advancement of their disciplines, the university, and society at large.
AM: Now could you explore organizational, leadership and management structures and behaviors that can impede or even block value creation amongst tenured faculty?
ChatGPT: Certainly! Certain organizational, leadership, and management structures and behaviors can impede or even block value creation amongst tenured faculty. Some of these factors include:
Excessive bureaucracy and red tape: Excessive administrative burdens, rigid policies, and cumbersome procedures can hinder faculty productivity and limit their ability to focus on their core responsibilities, such as research, teaching, and service.
Ineffective communication: Poor communication within the institution can lead to misunderstandings, missed opportunities, and a lack of clarity about expectations and responsibilities. This can negatively impact faculty engagement and productivity.
Hierarchical structures: Rigid hierarchical structures can discourage collaboration, stifle innovation, and limit the flow of information and ideas within the organization. A more open and flexible organizational structure can better support faculty in maximizing their value creation.
Lack of shared governance: A top-down approach to decision-making, with limited faculty input, can lead to dissatisfaction and disengagement among tenured faculty. Shared governance models, in which faculty members have a voice in institutional decisions, can foster a sense of ownership and commitment.
Inadequate resources and support: Insufficient funding, infrastructure, and resources can hinder faculty’s ability to conduct research, teach effectively, and engage in service activities. Providing adequate resources and support is essential for enabling faculty to create value.
Overemphasis on traditional performance metrics: A narrow focus on traditional performance metrics, such as publication counts and grant funding, can discourage faculty from pursuing innovative research, teaching, and service activities. Recognizing and valuing a broader range of contributions can help foster a more inclusive and diverse academic environment.
Toxic leadership or work culture: A toxic work environment, characterized by hostility, discrimination, or lack of support, can demoralize faculty and hinder their ability to create value. Promoting a positive and inclusive work culture is crucial for maximizing faculty productivity and well-being.
Inflexible policies and expectations: Rigid expectations around teaching loads, research productivity, or service commitments can limit faculty’s ability to adapt to changing circumstances and pursue diverse interests. Allowing for more flexibility in faculty roles and responsibilities can help support their value creation.
Limited opportunities for professional development and growth: A lack of opportunities for professional development, training, and mentorship can limit faculty’s ability to grow and adapt to new challenges. Providing resources and support for ongoing professional development is essential for maximizing their potential.
Neglect of diversity, equity, and inclusion: Failing to prioritize diversity, equity, and inclusion within the institution can limit the perspectives and experiences represented within the faculty and hinder their ability to create value. Implementing policies and initiatives aimed at promoting diversity, equity, and inclusion is essential for fostering a more inclusive and dynamic academic community.
Addressing these factors and adopting more supportive organizational, leadership, and management practices can help institutions create an environment in which tenured faculty can thrive and maximize their value creation.
AM: And just to follow up on this, we know that tenured and tenure track faculty are often highly mobile, and will tend to move to institutions that provide them with the environment and support they are looking for to do their best work. Given this, what can universities do to retain faculty?
ChatGPT: Retaining talented tenured and tenure-track faculty is crucial for maintaining a strong academic community and ensuring the institution’s success. Universities can implement several strategies to create a supportive environment that encourages faculty to stay:
Competitive compensation and benefits: Offer competitive salaries, benefits, and incentives to attract and retain top talent. This includes not only monetary compensation but also resources for research, professional development, and work-life balance.
Supportive research environment: Provide ample resources, funding, and infrastructure to support faculty research, along with opportunities for collaboration, interdisciplinary work, and partnerships with industry or community organizations.
Professional development opportunities: Encourage and support faculty growth by offering workshops, seminars, conferences, and other professional development opportunities. This can help faculty stay up-to-date in their fields, develop new skills, and broaden their networks.
Recognition and rewards: Acknowledge and celebrate faculty accomplishments in research, teaching, and service through awards, promotions, and other forms of recognition. Create a culture of appreciation that values diverse contributions and achievements.
Work-life balance and wellness initiatives: Support faculty in maintaining a healthy work-life balance by offering flexible work arrangements, promoting wellness initiatives, and providing resources to help manage stress and personal challenges.
Collaboration and interdisciplinary engagement: Foster a culture of collaboration within and across departments, and support interdisciplinary research and partnerships that can enhance faculty’s work and create new opportunities for growth.
Shared governance and transparency: Encourage faculty involvement in decision-making processes, and ensure that institutional policies and procedures are transparent and clearly communicated. This can foster a sense of ownership and commitment to the institution.
Inclusive and diverse community: Prioritize diversity, equity, and inclusion in hiring, promotion, and institutional culture. Create a welcoming and inclusive environment where faculty from diverse backgrounds and experiences feel valued and supported.
Mentorship and support networks: Establish formal mentorship programs or peer support networks to help faculty navigate their careers, overcome challenges, and share experiences. This can create a sense of community and belonging.
Responsiveness to faculty needs and concerns: Regularly solicit feedback from faculty and be responsive to their needs and concerns. Address issues promptly and demonstrate a commitment to continuous improvement in the institution’s policies and practices.
By focusing on these strategies, universities can create a supportive and attractive environment that encourages tenured and tenure-track faculty to stay and contribute to the institution’s ongoing success.
AM: And one final question — if you could describe the type of professional environment that tenured faculty thrive in — whether this is structured or messy, corporate or informal, entrepreneurial or rigid, or any one of a number of other ways that people think about work environments, what would this description look like — in prose please.
ChatGPT: Tenured faculty thrive in a professional environment that is intellectually stimulating, collaborative, and supportive. This ideal environment fosters academic freedom, allowing faculty to pursue their research interests, explore innovative ideas, and engage in meaningful discourse without fear of reprisal or censorship. The atmosphere is one that encourages curiosity, creativity, and the pursuit of knowledge.
In this environment, faculty members have access to the resources, infrastructure, and funding necessary to conduct their research and teaching effectively. They are provided with opportunities for professional development and growth, helping them stay current in their fields and expand their skillsets.
The organizational culture is one of collaboration and interdisciplinary engagement, where faculty can work together across departments and disciplines to tackle complex problems and develop new insights. This setting values and promotes diversity, equity, and inclusion, ensuring that all faculty members feel welcome and supported, regardless of their background or experiences.
Shared governance and transparency are key features of this environment, with faculty members actively participating in decision-making processes and being kept informed of institutional policies and initiatives. Open channels of communication and a commitment to addressing faculty concerns help create a sense of trust and mutual respect.
Work-life balance is also an important aspect of this ideal environment, with flexible work arrangements and wellness initiatives in place to support faculty in maintaining a healthy balance between their professional and personal lives.
In summary, the ideal professional environment for tenured faculty is one that is intellectually vibrant, collaborative, supportive, and inclusive. It provides ample resources, opportunities for growth, and a strong sense of community, fostering an atmosphere in which faculty can thrive and contribute to the advancement of their disciplines, their institution, and society at large.
AM: Thank you — this has been very helpful!
ChatGPT: You’re welcome! I’m glad I could help. If you have any more questions or need further assistance, please don’t hesitate to ask.