This is connected with my first blog on the Technical University and the businessification (pronounced business-ify-cation…couldn’t resist it) of education. I read three ‘corporate’ documents yesterday, all glossy pages, colourful graphs and photographs of happy smiley students, or ‘learners’ as the businesspeak that permeates the things insists on calling them. Strange that, our children’s primary school calls folks ‘students’. That’s my first point, if whoever produced these things was serious, there wouldn’t be any ‘classification’ or ‘boxing’ in their terminology: a simple reference to ‘people’ would seem the obvious choice. This is the first irony in documents that claim to be ‘informed’ by equality, diversity and inclusion. The second is in the “How to do EDI” produced by an Irish university, which starts with a quote from John Henry Newman. Really? Is that the best they could come up with?
However, these pale in face of the central irony: all three suggest that Irish universities are (a) bastions of right-wing, middle-class privilege and, (b), (a) is shored up by academics who have no interest in their ‘learners’ and cannot be trusted to recognise their own ‘failings’. These are of a piece with the direction of third level over the past number of years: codes of conduct for staff; producing “learning outcomes” as part of a bureaucratic paper trail; bureaucratic control of the language that can be used in writing said ‘outcomes’; ‘new’ examination procedures (that turn folks into mere percentages); “profitability audits”; the imposition of a creeping monolithic “command structure” which dictates what academics should do and how they should do it.
All of these share one common denominator, of which EDI and Universal Design (henceforth ‘UD’) is simply the latest manifestation: mistrust. They begin from the premise that unless academics are told what to do, and held to account for not doing it, then they won’t do it. A further advantage of these impositions is that successive governments can say “Look, we’re making these people work. They’re under our control.”, an extension of their false representation of teaching in general (I would include teachers in primary and secondary schools in the category of those who have fallen victim to bureaucratic managerialism) as all holidays and short working days. Easy targets, as any vocational profession is, be it nursing, social care or teaching. The “general public” have been taught to resent these professions: when nurses strike, they are represented by the media as putting lives at risk for money; ditto social care workers. However, at least these professions have both positive and negative representations. Academics are seen in entirely negative terms, charlatans taking tax payers money then doing as little as possible.
This is the starting point of these recent ‘developments’ in third level: mistrust and, therefore, control. This situation is exacerbated by the kind of people who take management roles in universities (and the HEA). What self-respecting academic moves into management? Unfortunately, they tend to be those who cannot do the job for which they were employed. They lack intellectual ability and vocation. Thus, we have tiers of people in management who see their role as simply complying with government dictates (again, what self-respecting university follows such dictates? A university exists as a public good, not a government vassal). In the current ‘climate’, we now have these folks playing at being businesses, unable to recognise that education is not a business, and any attempt to treat it as such should be resisted as antithetical to the “common good”.
This being said, these latest ploys to control academics (adding to the erosion of academic freedom) are rather ‘clever’: dress up control as equality, diversity and inclusion (to which surely no one can object) then introduce this as the central component of “universal design”, something to be used in all Irish universities…and the sting in the tail, that puts this beyond discussion? By using UD, universities will be complying with the law. This final point, which appears in the introduction to one of the documents, gives the game away. These documents are not about ‘learners’, they are to protect universities from being sued. The control aspect is just “added value” for the managerial class.
As I read through these three documents, the same thought occurred to me again and again: We already do this, and have been for years. We might not phrase it in the same wilfully obtuse businesspeak, but it’s just a part of our role. For example, I get to know the folks in my lectures and tutorials; I’m aware of backgrounds (in every sense); I’m aware of problems, both academic and personal, that people face; I’m aware of what I teach and why I teach what I teach; I’m aware of the shortcomings of what I teach; I know that my own ability to teach X is limited by my knowledge of X (which I then take steps to remedy); I’ve seen the ‘cohort’ (a favourite word of managerialism) change over the years; I’ve changed my assessments to ‘fit’ the person; I’ve recognised neurodiversity…and on and on. I’m not suggesting that my practice is ‘special’, rather the opposite – my practice is standard, ‘normal’, call it what you will (An aside: a recent research project found that lecturers tended to be more left-wing in their outlook). All UD does is enable management to accuse me of “failure to obey” if someone brings a case against them. In short, as with other professions’ code of conduct etc., it enables management to “hang you out to dry” in the event of any incident.
Of course, what it also enables is the usual corporate whitewash: “Look at us! We have policies on X, Y and Z. We’re moral.” It is indicative of standard business practice: once we have a policy on X, we can ignore it until we need it. There is no sincerity behind UD…what looms behind it are the insidious spectres of: uniform curricula across universities; the ‘normalisation’ of capitalism as ‘natural’; blind obedience to “the needs” of business; management control of the academic (in that management will, no doubt, ‘assess’ curricula in some algorithmic way). In regard to the latter, the academic becomes a mere wage labourer – a practice already put in place by managements as they employ people on temporary and zero hours contracts (dangling the carrot of “something better” in front of people), paying them only for what they call “front-facing hours” (teaching hours), conveniently ‘forgetting’ preparation time, marking, research hours etc.
In this we can see what all of these policies and strategies are designed to do: create a climate of fear. In colloquial terms, “Do everything we ask of you without complaint or things might go badly for you…”. I was recently privy to a discussion in which “staff apathy” was raised, yet he unanswered question here was: Who created this apathy? Who does apathy benefit? The use of the term suggested it was interchangeable with ‘laziness’. Not the kind of basic error one expects to encounter in a university setting. Here, I’d link back to my previous post: apathy was represented as being an individual trait, rather than a condition created by the environment in which people work. This situates UD in a meta-context: failure to take account of the ‘charter’ is an individual failing – in much the same way that ‘mindfulness’ conceals the reintroduction (the 19th century notion) of mental health issues as being something that the individual is responsible for, nothing to do with the meta- and micro-environments in which they are forced to live and work
All of this takes place under the guise of one’s being part of a ‘community’. However, the traditional definition of a community is one in which all members are equal, have an equal share of power, can make meaningful contributions to decisions, and can speak out without fear of retribution. The ‘community’ being referred to here is that of business – a monolithic, “top down”, command structure, that masquerades as an institution committed to equality, diversity and inclusion. As usual, this intersects with the notion of “the individual” that business (and capitalism in general) mobilises: you can be an individual if, and only if, you behave in, and obey, ways X, Y and Z as laid out in these rules.
Sometimes I despair, but then I remember all the amazing people I’ve had the good fortune to meet over the years, and am still meeting.