Strategies for Success in Academia: Strategies for Success in Academia: Navigating the risks and opportunities of Navigating the risks and opportunities of

interdisciplinary and international interdisciplinary and international appointments for tenure and promotionappointments for tenure and promotion

Eleanor Krassen Covan, PhDEleanor Krassen Covan, PhD

UNC WilmingtonUNC Wilmington

James R. Peacock, PhDJames R. Peacock, PhD

Appalachian State UniversityAppalachian State University

Renee Oscarson, PhDRenee Oscarson, PhD

South Dakota State UniversitySouth Dakota State University

Presented as AGHE Webinar, May 20, 2009

PART I:PART I:Navigating the Risks and Navigating the Risks and

Opportunities of Interdisciplinary Opportunities of Interdisciplinary & International Appointments& International Appointments

Eleanor Krassen CovanEleanor Krassen Covan

Professor of GerontologyProfessor of Gerontology

UNC WilmingtonUNC Wilmington

Multiple Perspectives on Risks and Multiple Perspectives on Risks and OpportunitiesOpportunities

ProvostsProvostsDeansDeansChairpersonsChairpersonsGerontology program directorsGerontology program directorsTenure track facultyTenure track facultyDiscipline-specific credentialing Discipline-specific credentialing organizations vary by countryorganizations vary by country

Risks & Opportunities Vary by Risks & Opportunities Vary by Administrative StructureAdministrative Structure

Gerontology Departments housed in one SchoolGerontology Departments housed in one School

““Stand-alone” interdisciplinary Gerontology Stand-alone” interdisciplinary Gerontology Programs housed in one school with course Programs housed in one school with course offerings from multiple schools offerings from multiple schools

Gerontology Program housed within a Gerontology Program housed within a department of other academic discipline(s)department of other academic discipline(s)

Transdisciplinary Gerontology Research CentersTransdisciplinary Gerontology Research Centers

International Gerontology Programs International Gerontology Programs

Gerontology Department Gerontology Department Organization Organization

Housed within a college or school such as Arts Housed within a college or school such as Arts and Sciences, Allied Health, or Nursingand Sciences, Allied Health, or NursingDepartment Chairperson controls budgetDepartment Chairperson controls budgetTenure track faculty evaluated by gerontologistsTenure track faculty evaluated by gerontologistsFaculty earn tenure as gerontologistsFaculty earn tenure as gerontologistsDepartment earns positions gained by Department earns positions gained by endowments or student enrollmentendowments or student enrollmentAcademic programs more or less follow AGHE Academic programs more or less follow AGHE guidelines guidelines

Gerontology Department Gerontology Department OpportunitiesOpportunities

Provide an obvious link to Association for Provide an obvious link to Association for Gerontology in Higher EducationGerontology in Higher EducationNo need to defend benefits of interdisciplinary No need to defend benefits of interdisciplinary courseworkcourseworkVisibility of gerontology for students and facultyVisibility of gerontology for students and facultyFosters creativity in design of gerontology Fosters creativity in design of gerontology curriculum through combining biological curriculum through combining biological sciences, social sciences, humanities, and allied sciences, social sciences, humanities, and allied health perspectiveshealth perspectives

Gerontology Department RisksGerontology Department Risks

Department chair effectiveness depends on Department chair effectiveness depends on negotiation skillsnegotiation skills

Budget may depend on student enrollmentBudget may depend on student enrollment

May need to offer courses that serve other May need to offer courses that serve other departmentsdepartments

Gerontology enrollments tend to be smallGerontology enrollments tend to be small

Chair must defend gerontology stressing “need Chair must defend gerontology stressing “need to know” rather than student demandto know” rather than student demand

““Stand-Alone” Interdisciplinary Stand-Alone” Interdisciplinary Gerontology Program StructureGerontology Program Structure

Program Director is academic program Program Director is academic program coordinatorcoordinatorDirector reports to one or more deansDirector reports to one or more deansFaculty may or may not be housed in programFaculty may or may not be housed in programFaculty may or may not earn tenure in Faculty may or may not earn tenure in gerontology as well as another disciplinegerontology as well as another disciplineEffectiveness depends on negotiation skills of Effectiveness depends on negotiation skills of directordirectorFocus may be on gerontology or geriatricsFocus may be on gerontology or geriatrics

““Stand-Alone” Interdisciplinary Stand-Alone” Interdisciplinary Gerontology Program OpportunitiesGerontology Program Opportunities

Director has the ear of the dean(s) or Director has the ear of the dean(s) or provost provost Director may have ear of department Director may have ear of department chairpersonschairpersonsProvides administrative experience for Provides administrative experience for academic gerontologistsacademic gerontologistsPotential for higher salaries for social Potential for higher salaries for social scientistsscientists

““Stand-Alone” Interdisciplinary Stand-Alone” Interdisciplinary Gerontology Program RisksGerontology Program Risks

Faculty lines? Risk of joint appointmentsFaculty lines? Risk of joint appointments

Who earns FTE for gerontology courses? Who earns FTE for gerontology courses? Possibly no way to earn budgetPossibly no way to earn budget

Budget resources may depend on good will of Budget resources may depend on good will of department chairpersons and facultydepartment chairpersons and faculty

Faculty may not be supported by chairpersons & Faculty may not be supported by chairpersons & colleagues in home departments; salary colleagues in home departments; salary suppression for biologistssuppression for biologists

Gerontology Program housed within a Gerontology Program housed within a department of other academic discipline(s)department of other academic discipline(s)

Usually program begins as an academic track in Usually program begins as an academic track in another discipline within that departmentanother discipline within that department

Gerontology faculty may or may not earn tenure Gerontology faculty may or may not earn tenure in gerontology.in gerontology.

Tenure may or may not be granted by Tenure may or may not be granted by department housing gerontology programdepartment housing gerontology program

Gerontology faculty may have “two homes”Gerontology faculty may have “two homes”

Gerontology Program housed within department of Gerontology Program housed within department of other academic discipline: Opportunitiesother academic discipline: Opportunities

Gerontology not under the FTE microscope Gerontology not under the FTE microscope because FTE earned collectivelybecause FTE earned collectively

As Gerontology develops an interdisciplinary As Gerontology develops an interdisciplinary minor, department gains resources from “fellow minor, department gains resources from “fellow traveler” enrollments traveler” enrollments

Gerontology Program housed within a department Gerontology Program housed within a department of other academic discipline: Risksof other academic discipline: Risks

Department colleagues may not value Department colleagues may not value gerontologygerontology

Conflict between basic and applied Conflict between basic and applied academiciansacademicians

Risk of joint appointmentsRisk of joint appointments

Transdisciplinary Gerontology Transdisciplinary Gerontology Research CenterResearch Center

Emphasis on research rather than Emphasis on research rather than teachingteaching

Research proposals designed by faculty Research proposals designed by faculty who share their expertise on aging or an who share their expertise on aging or an aged populationaged population

Prestige dependent on fundingPrestige dependent on funding

Transdisciplinary Gerontology Transdisciplinary Gerontology Research Center Opportunities:Research Center Opportunities:

Facilitates research by increasing pool of Facilitates research by increasing pool of scholars with knowledge of gerontologyscholars with knowledge of gerontology

Greater funding opportunitiesGreater funding opportunities

Centers attract more attention than do Centers attract more attention than do academic programsacademic programs

Transdisciplinary Gerontology Transdisciplinary Gerontology Research Center Risks:Research Center Risks:

Muddies the water among disciplinesMuddies the water among disciplines

Service to the center is not regarded as Service to the center is not regarded as departmental servicedepartmental service

Risk for faculty that research won’t be Risk for faculty that research won’t be valued by discipline-specific colleaguesvalued by discipline-specific colleagues

International CollaborationInternational Collaboration

European International GerontologyEuropean International Gerontology Master’s Degree Program offers multi-Master’s Degree Program offers multi-

disciplinary training in gerontology and disciplinary training in gerontology and geriatricsgeriatrics

Good model of collaborationGood model of collaboration

Faculty ExchangesFaculty Exchanges Require funding (e.g. Fulbright awards)Require funding (e.g. Fulbright awards) Require faculty reassignment or Require faculty reassignment or

sabbaticalssabbaticals

International Faculty Exchange International Faculty Exchange OpportunitiesOpportunities

Allows exploration of social systems Allows exploration of social systems through lens of cultural relativismthrough lens of cultural relativism

Fosters creativity through collaborationFosters creativity through collaboration

RejuvenationRejuvenation

Fosters faculty developmentFosters faculty development

International Faculty Exchange International Faculty Exchange RisksRisks

Costly Costly

Language barriersLanguage barriers

May deplete presence of senior facultyMay deplete presence of senior faculty

Administrative turnover when program Administrative turnover when program directors traveldirectors travel

PART II:PART II: Promotion and Tenure: Promotion and Tenure: Interdisciplinary positionsInterdisciplinary positions

James R. Peacock, PhDJames R. Peacock, PhDAssociate Professor of Gerontology Associate Professor of Gerontology

and Sociologyand SociologyAppalachian State UniversityAppalachian State University

Promotion and Tenure: Promotion and Tenure: Interdisciplinary PositionsInterdisciplinary Positions

The question:The question: How does one How does one

obtain tenure and obtain tenure and promotion when one promotion when one owes allegiance to owes allegiance to two departments?two departments?

The Immediate TaskThe Immediate Task

Determine immediately which department Determine immediately which department will be evaluating your tenure case.will be evaluating your tenure case. Tenure will only be granted in one Tenure will only be granted in one

department. department.

Potential Benefits of Potential Benefits of Interdisciplinary AppointmentsInterdisciplinary Appointments

Interdisciplinary research/publicationsInterdisciplinary research/publications

Opportunity to develop professionally in Opportunity to develop professionally in two disciplinestwo disciplines

Wider college/university visibilityWider college/university visibility

Wider professional visibilityWider professional visibility

Potential Barriers to Potential Barriers to Tenure/PromotionTenure/Promotion

Miscommunication between Miscommunication between department heads (and with department heads (and with you)you)Expectations that lead in Expectations that lead in opposite directionsopposite directions

E.g., one department may expect E.g., one department may expect a good amount of service, the a good amount of service, the other may see service as other may see service as detrimental to professional detrimental to professional progressprogress

Limited interaction and/or Limited interaction and/or communication with the Deancommunication with the DeanChanges in administrationChanges in administration

Negotiating Progress With The Negotiating Progress With The AdministrationAdministration

Meet with both department heads and Dean early on and Meet with both department heads and Dean early on and regularly (at least once/year).regularly (at least once/year).With any change in administration (e.g. new chair or With any change in administration (e.g. new chair or department head) set up a meeting to negotiate any new department head) set up a meeting to negotiate any new directions (departmental, university, etc.).directions (departmental, university, etc.).Determine early on the department through which Determine early on the department through which research/publications will be evaluated.research/publications will be evaluated.Run service opportunities by department heads (What Run service opportunities by department heads (What service is recognized? Awarded? Misdirected?).service is recognized? Awarded? Misdirected?).If you are promised something, get it in writing.If you are promised something, get it in writing.If you are expected to complete a task as part of your job If you are expected to complete a task as part of your job description, get it in writing.description, get it in writing.

Stuff To Keep In MindStuff To Keep In Mind

Develop research/publications that will count for Develop research/publications that will count for both departments (e.g., sociology of aging both departments (e.g., sociology of aging research should count for both gerontology and research should count for both gerontology and sociology). Make sure this is true.sociology). Make sure this is true.Follow closely any recommendations from the Follow closely any recommendations from the tenure-granting department (but maintain a tenure-granting department (but maintain a quality level of work for the other department).quality level of work for the other department).Form relationships with outside reviewers early Form relationships with outside reviewers early on (professional organizations are a good on (professional organizations are a good source).source).

To serve or not to serve …To serve or not to serve …

No one gets tenure or No one gets tenure or promotion based on service promotion based on service efforts.efforts.Do what's expected, but little Do what's expected, but little more.more.Be aware of being asked to do Be aware of being asked to do excessive service (learn to excessive service (learn to say, “No,” or “I’ll think about say, “No,” or “I’ll think about it.”)it.”)

If you say, “Yes” right away If you say, “Yes” right away people will automatically start people will automatically start asking you to do everything.asking you to do everything.

You want to avoid being pulled You want to avoid being pulled in too many directions. It can in too many directions. It can throw you off course!throw you off course!

Developing your Developing your tenure/promotion casetenure/promotion case

Develop a cohesive “product” which presents Develop a cohesive “product” which presents your career as a complete package.your career as a complete package.The tenure process changes and so it's The tenure process changes and so it's always good to have the advice of someone always good to have the advice of someone who has just gone through it.who has just gone through it.Find/Develop that connection between your Find/Develop that connection between your research, teaching, and service.research, teaching, and service.Describe your future career based on the Describe your future career based on the foundations you have laid.foundations you have laid.Toot your own horn (but don't be annoying).Toot your own horn (but don't be annoying).Make sure all that you've done is in your Make sure all that you've done is in your evaluation file.evaluation file.

PART III:PART III: Promotion and Tenure:Promotion and Tenure:

Challenging Ageism in the Challenging Ageism in the AcademyAcademy

Renee Oscarson, PhDRenee Oscarson, PhD

Associate Professor, Human DevelopmentAssociate Professor, Human Development

Gerontology CoordinatorGerontology Coordinator

South Dakota State UniversitySouth Dakota State University

Identifying AgeismIdentifying Ageism

Definition: "a systematic stereotyping of and Definition: "a systematic stereotyping of and discrimination against people because they are discrimination against people because they are old" (Butler, 1969; cited in Achenbaum, 1985)old" (Butler, 1969; cited in Achenbaum, 1985)““Age discrimination” in Chronicle 63 times, 1990-Age discrimination” in Chronicle 63 times, 1990-20092009Universities slower to abandon mandatory Universities slower to abandon mandatory retirementretirementIt's not so easy to identify: Ageism or ???It's not so easy to identify: Ageism or ??? economics (e.g., salary compression) economics (e.g., salary compression) social & institutional renewal (Chronicle, 10/24/08)social & institutional renewal (Chronicle, 10/24/08)

From graduate school to retirementFrom graduate school to retirement

Although we all abhor age discrimination, it is one form Although we all abhor age discrimination, it is one form of prejudice that flies low on the outrage radar. You of prejudice that flies low on the outrage radar. You might look great, run marathons, even use Botox, but might look great, run marathons, even use Botox, but you could still be the victim of discrimination. So while you could still be the victim of discrimination. So while personal self-help is useful, it's even more important for personal self-help is useful, it's even more important for our institutions to take special care that fairness and our institutions to take special care that fairness and justice apply to everyone in academe -- especially those justice apply to everyone in academe -- especially those who have served it throughout a lifetime.who have served it throughout a lifetime.

Davis, Chronicle, 6/6/08Davis, Chronicle, 6/6/08

Why should we care ?Why should we care ?

““Non-traditional” students in gerontologyNon-traditional” students in gerontology

What we teach:What we teach: Age integration (Riley & Riley, 1994) Age integration (Riley & Riley, 1994) A society for all ages ?A society for all ages ? A university for all ages ?A university for all ages ?

Really? Really?

What might we do ?What might we do ?

If women want any If women want any rights more than rights more than they's got, why they's got, why don't they just take don't they just take them, and not be them, and not be talking about it.talking about it.

Sojourner Sojourner TruthTruth

(How) do I benefit from age discrimination ?(How) do I benefit from age discrimination ?

Describe a university for all ages Describe a university for all ages studentsstudents faculty & administratorsfaculty & administrators support staffsupport staff

““Just take them” (after tenure!)Just take them” (after tenure!)

Redefine success: Redefine success: Not just a 30-40 year track record of publication if we Not just a 30-40 year track record of publication if we

want age-integrated universities.want age-integrated universities.

Webinar SummaryWebinar SummaryCovanCovan

Joint appointment opportunities foster collaboration.Joint appointment opportunities foster collaboration. Joint appointments foster turf battles.Joint appointments foster turf battles. Risks and opportunities of joint appointments depend on administrative structure. Risks and opportunities of joint appointments depend on administrative structure.

PeacockPeacock Communication is the key to few surprises.Communication is the key to few surprises. Develop open communication between the department heads and the DeanDevelop open communication between the department heads and the Dean Discuss professional expectations and progress early and oftenDiscuss professional expectations and progress early and often

OscarsonOscarson Ageism impacts both graduate students and faculty; some of us may benefit from age Ageism impacts both graduate students and faculty; some of us may benefit from age

discrimination. discrimination. Gerontologists have the knowledge to promote age-integrated universities. Gerontologists have the knowledge to promote age-integrated universities. Obtaining age-integration may require risk and revolution. Obtaining age-integration may require risk and revolution. Don't be too revolutionary without tenure! Don't be too revolutionary without tenure!