direction: September 2006 Archives

Rhetopia?

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(Note: I've been sitting on this post for about three days, and gotten to the point where it's keeping me from blogging other stuff. So rather than polish it up, I'm just going to post it.)

Now that the MLA job list has been released, it's been a bit of a challenge for me to turn my thoughts to questions of my upcoming job hunt. After all, this is the first time in six years that I've had to think about searching. I've been solicited for the occasional position, but honestly, not having to assemble materials, worry about MLA, or submit myself to the jaded scrutiny of search committees is in my opinion one of the advantages of the tenure-track. And there are real differences between searching for entry-level positions as an assistant professor and considering more senior positions--I'm only looking at advanced assistant or associate gigs this time round.

Part of it is that there are very specific reasons for requesting senior hires. They require more money, and one of the secret places that colleges balance their budgets is by maxing out the salary differential between retiring faculty and their entry-level replacements. Senior hires screw with that dynamic, and are thus much rarer. Still, there are times where it's warranted, and if you scan the available positions for senior folks in my field, you'll see what I mean. With very few exceptions, you'll find jobs that are explicit about the desire for middle management candidates: established scholar-teachers who can step into a program with minimal fuss and take over the administration of writing centers, writing programs, a large staff of teachers, etc.

Without getting too snarky about it, there are many positions where universities have acknowledged the expertise of rhetcompers, but that acknowledgment has yet to enter into the curricular calculations of the hiring department. And we've all heard the stories about how even search committees haven't really thought through what it means to hire, consider, host, or converse with rhetcomp candidates. I could get specific on either count, but I probably don't need to.

I'm still deciding about where I'm going to apply, but I've basically decided that I'm going to be forthright about it. There are good reasons for me to apply widely (e.g., leverage), but I've been on too many committees to feel good about applying for positions that I have no earthly intention of pursuing. For one thing, I'm not that great a liar. For another, there's a great deal of emotional and intellectual labor that goes into a search, and if someone's going to take the time to read my materials, they deserve some minimal amount of respect from me for doing it. If I'm not willing to go there, then it's disingenuous of me to apply.

And no, that doesn't reduce my list of possible applications to zero.

But what I've been thinking about lately is exactly what I would expect/want/need if I were to move. Some of those things are personal, certainly, and some are matters of taste. But I've had a couple of conversations in the past few days, where I've been thinking out loud about what makes a "good program" in rhetcomp. And I mean this specifically from the perspective of a potential senior hire--what makes a program attractive to people at the stage that I'm at?

So for example, if I were advising a PhD applicant looking at programs, placement would be a big issue. What structures are in place to help their students find positions, and how successful are they at it, both in terms of percentages and in terms of position quality? That stuff matters to me as someone who does a lot of that work locally, but it doesn't fall into the category of "make or break" for me as I look at programs. Make sense?

(I should note from the getgo that I'm only really interested in other PhD programs. I went to a liberal arts school for college, and have taught at a really good MA-granting program, but for me, a doctoral program takes advantage of my greatest strengths as an instructor, in my opinion. At some point in my career, that may change, but not right now.)

So here are some of the things I've come up with. I may add a post or two later on as I think through this stuff, but feel free to add things in the comments as well...

1. A critical mass of faculty

How many rhetcomp faculty are enough to maintain a thriving program? I'm tempted to say at least 8-10, and almost as tempted to go back and change that to say double digits. Does that mean that smaller faculties are somehow less than real? Of course not. But in terms of curricular variety and in terms of sharing exam and dissertation load, it's hard for me to imagine not feeling stretched pretty thin without that many colleagues. I may be relying too heavily on my own experience in a freestanding program without an MA, but if a program is admitting 3-5 PhDs in rhetcomp a year, as we do, and graduating them at the same rate, as we try to do, then 8-10 seems modest enough. Feel free to disagree, though.

2. An articulated rhetcomp curriculum

I don't expect that other programs have the degree of control that we do at SU over graduate curriculum (or undergraduate, for that matter). But still. Rhetcomp students have certain curricular needs (methods, e.g.) that literature students do not, and vice versa (e.g., foreign language requirements, although how much of a need is debatable). I think that a good program is necessarily one where the rhetcomp faculty have some say over how their students are treated curricularly, i.e., not as lit students who take a pedagogy course or two. That definitely means different courses, and it may even mean different procedures, honestly.

3. Sponsored Networking

This may happen in the form of external events (e.g., Watson or the Penn State Conference) or internal (in the form of ongoing Speaker Series, annual symposia, etc.), but good programs set aside the resources to bring in people. (Sending the program's faculty and students outward in the form of travel support is also important, but not quite enough.)

4. The Vision Thing

This can be many different things, and perhaps this is a sign of my quasi-administrative status, but more and more, I find that I'm impatient with programs where the vision is just "keep on keepin on." Y'know? I have my own opinions about what a responsible vision is, and I know that it's not the only one, but having some long-term goals to work towards feels more important to me than it used to, and I think good programs think beyond the immediate semester. Not all the time, and it's not to say that their plans can't change, but some sort of guiding vision is a good thing.

5. Doing unto others

I wish that this went without saying, but I think that part of a program's vision has to include how everyone in the department is treated, not just the TT faculty. If nothing else, everyone in an English department has some sort of stake in the teaching of FYC, and how they account for that stake and support or neglect it institutionally is one of the things I think about.

* * * * *

So those are five things I'll think about this fall as I consider where to apply, and as I go deeper into the process. I could say much more about each of them, but considering that this entry has been clogging up my blogging passages for the last few days, I'm going to post it, and add as I feel like it...

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This page is a archive of entries in the direction category from September 2006.

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