The undergraduate students union, Canadian Union of Public Employees, and Athabasca University professional and faculty association have now all come out with strongly worded public statements protesting the recent firing of Peter Scott and the process used to pick and hire the new president of AU. Here they are:
We may never know for certain whether this is not an outrageous lie. Perhaps the minister had amnesia, or was drugged; perhaps space aliens took the minister’s form to approach the board chair; maybe it was Russians using technology to imitate his voice on the phone; maybe he is a pawn in someone else’s game, some shady figure who is really calling all the shots; perhaps his mind has decayed to the point that he was entirely unconscious of his influence; maybe he just muttered “who will rid me of this troublesome president” under his breath without realizing he was within earshot of Byron Nelson. We may never know.
However, the fact that he fired the incumbents then hired a board chair and board majority composed entirely of his friends and cronies, only one of whom knew the faintest thing about education, clashed publicly with Peter Scott, and threatened the university with bankruptcy if his demands were not met casts a small shadow of doubt over not just the truthfulness but even the truthiness of his statement. On the other hand, politicians never lie, so there’s that.
Mr. Nelson conceded not all governors had registered their vote before the outcome was determined. “The way that this was conducted, while legal, I would acknowledge was not best practices,” said Mr. Nelson, who is a lawyer. “It wasn’t best practices and it couldn’t be best practices.” The process was less than ideal because the situation was “unique” and required an “extreme amount of confidentiality,” Mr. Nelson said.
Why? Seriously, why? Nelson quite accurately claims:
“This was not a close vote,” he said. “It was the overwhelming decision of the board.”
It probably was an overwhelming decision, given the fact that Nicolaides’s appointed cronies overwhelm the board, and that they were effectively the only ones voting. The rest of the board – representatives of faculty, tutors and students – did not have a chance to vote, and at least a portion of the couple who did vote, at least weeks after the new president had been recruited and on the day of the firing, were forced to abstain because of the complete lack of consultation or explanation.
Back to Nicolaides:
Demetrios Nicolaides, Alberta’s Advanced Education Minister, said in a statement said it was his understanding that bylaws were followed, but any board members who feel the rules were breached should raise the issue with the chair.
“I’m confident if there are any issues that the board can adequately resolve them.”
One has to wonder where this non-interfering politician gets his confidence. Perhaps he has been consulting with a lawyer.
You may have heard that the president of Athabasca University, Peter Scott, was replaced yesterday with Alex Clark, erstwhile Dean of the Faculty of Health Disciplines at AU.
This was a complete surprise to everyone at AU (apart from Alex), very much including Peter. None of the members of the executive team, including the provost, knew of it in advance. I gather that the secret was kept even from academic members of the Board of Governors: it was, it seems, presented to them as a done deal, on the day it happened. From the reactions I saw when it was announced, student board members may not even have known about it until that point. It was therefore – presumably – voted on in secret by the unholy cabal of governors who were appointed by the minister of advanced education last year, after the rest were sacked or forced to resign, and who make up the majority of the board. Essentially, Minister Nicolaides just fired our president.
The same seems to be true for the hiring of our new president. Although Alex had been a strong candidate when Peter got the job, and he is well qualified for the role, there are some serious questions to be asked about the appointment process, in which it appears that none of those voting had any involvement in the original appointment, no one asked the opinions of academics on the original hiring committee, and no one even asked the opinions of the academics on the board itself. This, like Peter’s dismissal, can only be seen as a political hire. And it is not an interim appointment, unlike that of his successor as Dean of FHD.
Peter was fired over the phone (ironic that this was done virtually by those who oppose our virtual strategy) without notice or explanation. The timing of his firing, a few days after an agreement was signed that, despite the Albertan government’s best efforts, has largely been seen by the press as a win for Peter (it was a loss, but a manageable loss), seems hardly coincidental. When all else failed, they stabbed him in the back when he was as down as anyone could be. Peter had in fact been away thanks to the sudden death of his wife, that occurred very shortly after her diagnosis with cancer at the end of last year. She had been buried abroad, 8 working days before he was fired. It is hard to imagine how he is feeling right now, but tears well up just thinking about it. All of this was well known to the board and to the minister. The moment was chosen with intent and malice. This was monstrous in the extreme.
It should have been so very different.
When Peter came to AU, not much more than a year ago, I cried tears of happiness. This was the leader we needed at the time we needed him: a brilliant, dynamic, imaginative, compassionate, principled man who had played a key role as a leader in transforming not just his prior institutions but the field of online and distance learning itself. Now, I cry tears of anger, outrage, and sadness. Peter could have transformed the university into something magnificent, and I believe he would have done so were it not for the utterly outrageous behaviour of the Albertan government. They fomented the union unrest into which Peter was thrust from the moment he arrived and then, over the last year, have outrageously and heavy-handedly directly meddled in the university’s affairs, against which Peter rightly and courageously fought. Peter’s assumption was, perhaps, that Alberta was like most of the rest of the world in recognizing academic freedoms, autonomy, and rights as sacrosanct. I don’t think he fully realized, at that point, that Alberta is not like that. It has a philistine government run by corrupt little despots, sponsored by corporations whose main activity is violence against the planet (this applies to most of the board of governors, as it happens). Going up against the Albertan government and, especially, appearing in the eyes of the world to win the fight, is like going up against a particularly nasty, stupid, and vindictive gang of playground bullies. Peter never had a chance to focus on the things he needed to focus on, because he was being pummelled on all sides by thugs the entire time he was with us.
Whatever happens next, AU will not be the university it could have been. The government has forced us to make 15% cuts this year, and we were already too close to the bone, cutting into it in places. We have already lost a good portion of the best executive team ever to lead us and we are very likely to lose more. The government-appointed governors, none of whom have the slightest understanding of our institution, have shown themselves to be nothing but lackeys for a morally bankrupt and abhorrent minister, willing to stop at nothing to achieve ends that have nothing to do with the well-being of the university. The union’s actions, that were deeply divisive and at least partly engineered by the government, continue to divide us. The half-hearted, hasty, and poorly implemented near-virtual plan (that was in progress before Peter’s arrival and that played a major role in the union strife) continues to cause major problems, most notably failing to address communication needs, so dividing us further. Perhaps most challengingly, we are half way through the biggest transformation that has ever occurred in the university’s history, from which we are unable to back away without enormous cost, but with a diminishing number of leaders and champions who can make it happen. Now we have a president who was (at least in part) chosen because of his willingness to live in Athabasca, which is a truly terrible idea about which I have written extensively in the past. I wish him well, but he will face a steep uphill struggle building trust among many of the staff who feel betrayed by the government’s despicable actions and the shady circumstances leading to his being hired, about which speculation is now rife, within and beyond the university. We are all in a state of shock and dismay right now. None of us feel any sense of security. Many of us are talking about leaving or preparing to leave.
For one fleeting moment, as the war with the government seemed to have been more or less resolved towards the end of last year, I felt great hope for the future of the university I have loved this past 15 years. My hopes are greatly diminished today. Nothing can repair all the harm that has been done. Our greatest hope now is that there will be a new government that is willing to help to reverse at least some of the damage. The Albertan elections are not far off. If you live in Alberta, don’t forget what this government has done. You could be next.
And, Peter, if you are reading this: you will be very much missed. I know that I speak on behalf of almost all of us here at AU when I say that our hearts go out to you.
I’ve said this before but it needs more emphasis. In the past week or so it has become increasingly clear that the real agenda of the Albertan government is not (directly) to forcibly move 500 unwilling AU staff to the town of Athabasca. That’s just smoke and mirrors intended to distract us from the real agenda, which is to oust the current (brilliant, visionary, capable) executive team – most of whom will resign rather than relocate to Athabasca – and then to replace them with lackeys who will (quietly, out of the public eye) do the government’s dirty work for them. This has been made very explicit by the minister for post secondary education over several months, saying, for instance:
“When it comes to the non-instructional staff, particularly the senior administrative and executive management positions, those should indeed be based in the town” (Town & Country Today, May 2022)
The government has already installed a chair of the board of governors (ironically, a Calgary-based lawyer) who is explicitly on their side, as well as board members from the town of Athabasca. All they need to do now is to replace our leaders with people they can control, and the job is done.
This is the real threat. This is the real plan. This is what will destroy us.
Firstly, the chances of getting a great executive team will be very slim if they have to live in Athabasca. On average, our past hires in the town have been mediocre at best though, admittedly, this is skewed by some who have been outstandingly awful. On average, acknowledging the odd high spot here and there, the remainder have been pretty average. The executive team is, more than everyone else, the group of employees that has the biggest effect on the university, its vision, its teaching, and its success. More than anyone else, they must be the best. Everyone accepts this when it comes to faculty and tutors, so why not for the exec team that matters more?
Secondly, whether they are lackeys or simply those who are less capable of resistance than our current team, they will push through the agenda that has been causing so much bad press of late. It will take a bit longer to move 500 people than the two years required in the minister’s recent letter to the board, and maybe it will ‘only’ wind up being a few hundred people, but it will happen, without the adverse press headlines and multiple channels of resistance.
Thirdly – and ultimately perhaps the most damagingly – the executives who live in the town will inevitably pay more attention to those physically surrounding them. These will never include faculty and tutors (everyone agrees on that, even the minister) so we will slide back into the admin-driven mire that messed up many things over the last few decades, and from which we have only been emerging for the last 5 years.
As a result, we will fade into obscurity, if we survive at all.
Our nascent but emerging online, inclusive community that has struggled to grow over the past 5 years, despite resistance from those who love their comfortably complacent old ways, will once again shrivel to an irrelevance, crowded out by the in-person short-circuits. Faculty and tutors will again be isolated from administrators and professional staff, whose stronger influence will determine most of our policies. Faculty – the ones doing the teaching and research – will again be the ones ‘calling in’ to in-person meetings, inevitably less significant and with a smaller voice than those attending meetings in person. Online communication will revert to being instrumental, focused, and bland. Tacit knowledge will fail to spread, except among those working in person.
The systems, approaches and vision that have driven us for the last 5 years, most notably the near-virtual policy, that could and should lead us to expand in all good ways (pedagogically, geographically, demographically, digitally, in community, in quality, in belongingness, in numbers, and more) will be wiped off the map.
Ironically, the brighter future of the town of Athabasca itself – that, right now, involves us in repurposing and redeveloping our physical headquarters to be so much more than an admin centre, that is focused on developing the region, doing research, engaging with local partners, and upping the skills, knowledge, and significance of the community – will fade, as our campus once again slips back into being little more than a bunch of offices for administrators. Without diversity or investment in its infrastructure or transit options to it, there will not be jobs for the families of those required to work there. It will continue its long slide into decay. The university itself will diminish in numbers and relevance, so those who have moved there will lose jobs, with nowhere else to go.
All of this will occur thanks, ultimately, to the scheming and machinations of one minority faction of workers in Athabasca that instigated the political lobbying in the first place, that cares more about the short-term future of a small town of less than 3000 people than for our 40,000 students and the future of education in this country. Those who have led the attack have never even acknowledged this conflict of interest.
It is a far harder sell to start a movement to resist the relocation of less than 10 executive staff – whose popularity is far from universal, thanks to the huge disruptive changes they have spearheaded, the least popular of which have been (you guessed it) driven by the Albertan government – than to resist the uprooting of everyone else apart from faculty and tutors, but this is the real battleground. This is the fight that we must not lose.
Keep Athabasca University’s leaders out of the town of Athabasca!
Wherever you live, please make your views known by contacting the Minister, Demetrios Nicolaides, at email@example.com, or comment on social media, by tagging @demetriosnAB on Twitter, #abpse, #abpoli. Blog about it, write to the press about it, lobby outside the gates of the Albertan legislature, tell your friends, whatever: make a fuss.
My heart briefly leapt to my throat when I saw Thursday’s Globe & Mail headline that the Albertan government had (allegedly) dropped its insane plan to force Athabasca University to move 65% of its workforce to the town of Athabasca. It seemed that way, given that the minister for post secondary education was referring to his demands and accompanying threat as only a ‘suggestion’ (broadly along the lines of Putin’s ‘suggestion’ that Ukraine should be part of Russia, perhaps). However, other reports, have said that he has denied any change in his requirements, albeit that he now claims it is open to negotiation. A ham-fisted negotiation tactic or just plain confused? I hope so, but I doubt it. I think that this is just a ploy to push the real agenda through with little resistance, and largely unnoticed. In the Globe & Mail article, the minister goes on to say “I would indeed like to see, at a bare minimum, senior executives and administrative staff be based in the town, as they have been for the past several decades.” A majority of what might be described as administrative staff do probably live in Athabasca anyway, and there is no reason for any of them to leave, so that’s just gaining a few easy election points from town voters. If the government actually wanted to help the town it would invest in the infrastructure and support needed to allow it to thrive, which it has signally failed to do for several decades, at least. No, his main target is clearly the senior executives: basically, he and the UCP want to put a team of executive lackeys in charge so that they can push their agenda through unopposed by anyone they care about. They have already sacked the incumbent and installed a chair of the board of governors who will do their bidding, and they have increased representation on the board from the town of Athabasca so this is the obvious next step. The execs won’t have to be fired. If they are required to move to Athabasca, most of what is probably the best executive team ever assembled in this or any other Albertan university will resign. Whoever replaces them will do the UCP’s dirty work, largely free from media oversight. Job done, bad press averted.
The UCP will, I am very sad to say, appear to have support from our own professional and faculty union (AUFA), even though most of us will, whether weakly or strongly, oppose it. This is because AUFA has a small but disproportionately powerful caucus in Athabasca, members of which have been deeply involved with an activist group called KAAU (Keep Athabasca in Athabasca University), who actually paid an insider lobbyist to start this fracas in the first place. Seriously. A casual observer might perceive at least a portion of the union’s leadership as putting the interests of the town ahead of the interests of the university. At best, their loyalties appear to be divided. The evidence for this is all too apparent in press statements and blog posts on the subject. Though most of us (including me) support the continuing presence of AU in Athabasca, these posts do not represent the views of most of those in the union, only those in charge of it. Only around 20% or thereabouts of AUFA members actually live in Athabasca, a percentage that has steadily fallen over the course of the last two decades, and almost all of those are professional members, not academics. Most members who had the chance to leave over the past 20 years did so. This is a point worth dwelling on.
We shape our buildings…
Athabasca is a tiny, inclement (-40 in Winter, bugs in summer) Northern town over 180km away from the nearest International airport. There is one (private) bus from Edmonton leaving late at night that arrives in town at 2:46am after a 3+ hour journey on a small, treacherous road. When it got too big for its Edmonton home, the university was (disastrously) moved there by a conservative government in 1984, ostensively to fill a gap left by the closure of the town’s main employer, but more likely due to the property interests held there by those behind the plan. About half the faculty resigned rather than work there. Ironically, the first president of AU deliberately named the university after a geographical feature of Alberta (the Athabasca River) precisely to avoid associating it with any city or region, so that local politics wouldn’t interfere with its mission. We might have been named after a mountain were it not that the University of Alberta happened to be demolishing Athabasca Hall (a students’ residence) at the time, so the name was free for us to use. It had nothing whatsoever to do with the town. It is possible that the president who named it was even unaware of the town’s existence or, at least, considered it to be too insignificant to be an issue.
Whatever charms the town may have (and it has a few), Athabasca has been a hobble for AU from the very start. I wrote about this at some length 5 years ago, just as we were on the cusp of making the massive changes we have been implementing ever since, but I would like to focus on two particularly relevant aspects in this post: the effects on the hiring pool, and the short-circuiting of communication with the rest of the university.
Firstly, it is really difficult to attract good employees to the town. Some residents of Athabasca will say that they feel insulted by this, believing that it implies that they are not the best and brightest. This is either disingenuous or a confirmation that they are, in fact, not the best and brightest, because all it means is that we have fewer good people to choose from. There are, of course, some incredibly smart, talented, creative people who live in Athabasca. But, equally, some are not: we have too often had to pick the best of a not-too-great bunch. The more people we expect to live in Athabasca, the bigger the problem of those who are not the best and brightest becomes. The undesirability of the place is confirmed by the KAAU itself, whose biggest complaint – the one that (at least on the face of it) drove their lobbying and union discontent in the first place – is that people have been leaving the town in droves since they were no longer required to stay, which pretty much says all that needs to be said. It is also notable that faculty and tutors are not and have never successfully been required to work in the town in all the university’s history, because it would be impossible to recruit sufficient numbers of sufficient quality, a fact that all parties involved in this (including the minister) acknowledge. We should get the best possible staff for almost every role – we all play some role in our distributed teaching model – but it is true in spades, plus some, for our executive team who, more than anyone else, have to be the most excellent that we can get. Right now, we have the best executive team that has ever been assembled at AU, bar none, and that is only possible because – for the first time ever – none of them have had to live in Athabasca.
…and our buildings shape us
Athabasca has, overwhelmingly, been home for staff that support but that do not directly implement its mission. Historically, these staff (predominantly administrators) have had extremely privileged access to the the leaders of the university compared with the rest of us. Even if they didn’t bump into them socially or in the canteens and halls, they would talk to people that did. And they would be the ones attending meetings in person while the rest of us phoned in or, in latter years, struggled with webmeeting systems that never really worked properly for in-person attendees, despite absurdly expensive equipment designed to support it. Fixing this was never a particularly high priority because those with the power to do so were the ones attending in-person, and it was just fine for them. Inevitably, Athabasca residents had a much better idea of what was going on and who was doing what than anyone else. More problematically, they had far greater influence over it: they didn’t ask for this, but they certainly got it. It is no wonder that they are now peeved, because most of their power, influence, and control over everything has been massively diminished since most of the execs left town. Their perception – voiced on many occasions by the Athabasca-dominated union – that too much has recently been happening without consultation and that there is not enough communication from our leaders is, objectively speaking, completely false: in fact, it is far better than it has ever been, for those of us (the majority of staff) living remotely. They just no longer have a direct line themselves. I think this is the root of most of the union troubles of the last few years, whether consciously or not, and of the current troubles with the Albertan government.
In-person communities short-circuit online communities. I’ve seen it in teaching contexts a thousand times over: it just takes one group to branch off in person to severely damage or destroy a previously successful online community. Without fail, online communication becomes instrumental and intermittent. Tacit knowledge, in particular, disappears (apart from for the in-person group). Researchers like me (and many others at AU, including our president, in some of his former roles) have spent a great deal of time trying to make native online tools, systems, and working/teaching approaches that reduce these effects, but with only limited success. Combining fully online and in-person communities invariably wrecks the online community. Only when it is fully online, or when the online community is just an extension of the in-person community, can it thrive. Without the best of research-driven online tools and processes (most of which are not implemented at AU), hybrids are a disaster, and they are not much improved with even the best we have to offer.
In the past, the problem was partially offset by the fact that we had a few smaller learning centres elsewhere, in St Albert, Edmonton and Calgary (and, formerly, Fort McMurray), that were visited by the execs with varying frequency. However, this created what were, in many ways, bigger problems. It was incredibly inefficient, environmentally damaging, and expensive, wasting a lot of time and energy for all concerned. More significantly, although it helped to keep the exec team to be a little more in touch with others around the university and it helped to fill gaps in online communication for those living near them, it actually exacerbated the problem for our online community, because it created yet more in-person enclaves and cliques that developed independently of one another, sharing very little with the rest. Our business school, for instance, lived an almost entirely separate life from the rest of the university, in its own campus in St Albert (a satellite city attached to Edmonton), running its own largely independent communications and IT infrastructure but frequently meeting in person. As a result, we never developed the kind of unified online culture needed to sustain us.
Even more importantly, few of those with the power to change it ever learned what remote working was like for our students, so we didn’t create that online culture or community for them, either. Because of the inequalities that ensued, those of us who did know what it was like were not able to adequately influence the rest (especially the executive team) to get something done about it, because we were crowded out by the clamour of local communities. It’s not that the problem was unrecognized: it’s just that immediate operational concerns of in-person employees always came first. This was – and remains – a huge mistake. Too few of our students feel they belong, too few barely if ever interact with another student, too few see anything of the university beyond the materials provided for the courses they take. We have some excellent teaching processes, but processes (even the best) are only a part of what makes for a rewarding education. Yes, we do have plentiful support of all kinds, teaching approaches that should (for some but not all faculties) provide opportunities to develop relationships with human tutors, and the occasional opportunity to engage more broadly (mainly through the Landing), but many students completely bypass all of that. The need for it is beyond obvious, as evidenced by large number of Discords, Facebook Groups, Subreddits, and so on that they set up themselves to support one another. However, these are just more isolated enclaves, more subcultures, more virtual islands, without a single unifying culture to knit them together.
Online communication at AU has, as a direct result of its physical campuses, always tended to be extremely instrumental and terse, if it happened at all. When I arrived 15 years ago, most of my colleagues hardly ever communicated online with colleagues outside of a formal, intentional context. Those of us who did were yet another little clique. Emails (which were and remain the most commonly used tech) were only sent if there were a purpose, and most of the tacit knowledge, that more than anything else makes a traditional institution work despite its typically dire organization, was absent. In its place the university developed a very rigid, unforgiving, impersonal set of procedures for pretty much everything, including our teaching. If there was no procedure then it didn’t happen. There were gigantic gaps. The teaching staff – especially tutors but also most of the faculty – were largely unable to share in a culture and the admin-focused tacit knowledge that resided largely in one remote location. This was the largest part of what drove Terry Anderson and I to create the Landing: it was precisely to support the tacit, the informal, the in-between, the ad-hoc, the cultural, the connective aspects of a university that were missing. We touted it as a space between the formal spaces, actively trying to cultivate and nurture a diverse set of reasons to be there, to make others visible. Treating it as a space was, though, a mistake. Though it did (and does) help a little, the Landing was just another place to visit: it therefore has not (or has not yet) fulfilled our vision for it to seep into the cracks and to make humans visible in all of our systems. And we were not able to support the vital soft, human processes that had to accompany the software because we were just academics and researchers, not bosses: technologies are the tools, structures, and systems and what we do with them, but what we do with them is what matters most. We need much more, and much better, and we need to embed it everywhere, in order to get rid of the short circuits of in-person cliques and online islands. A further death-knell to our online community was instigated by the (Athabasca-dominated) union that one day chose – without consultation – to kill off the only significant way for AUFA members to communicate more informally, its mailing list, only reluctantly bringing it back (after about 2 years of complaints), in a diluted, moderated, half-assed format that did not challenge their power. From an informal means of binding us, it became another instrumental tool.
Despite the problems, it would be a senseless waste to pull out of Athabasca. We need a place for the library, for archives, for outreach into communities in the region, for labs, for astronomy, and to support research based in the region, of which there is already a growing amount. Virtually no one at the university thinks for a moment that we should leave the town. We are just doubling down on things to which it is best suited, rather than making it a centre of all our operations. If people want to live there, they can. We can make a difference to an under-served region in our research, our outreach, and our facilities, and we are constantly doing more to make that happen, as a critical part of our reinvention of the university. It has symbolic value, too, as the only physical space that represents the university, albeit that few people ever see it.
Athabasca should never become the seat of power, whether due to numbers of collocated workers or because it is where the exec team are forced to live. I am not singling the town out for special treatment in this: nowhere should play this role. We are and must be an online community, first and foremost. This is especially the case for our exec team. In fact, the more distributed they are the better. They will not walk the talk and fix what is broken unless they live with the consequences, and they are the last people who should be clustered together, especially with a particular employee demographic. This brings benefits to the university and to the communities to which we belong, including to Athabasca.
By far the greatest threat from the Albertan government’s intrusions and our own union’s efforts to restore their personal power is to the identity and culture – the very soul – of the institution itself. Slowly (too slowly) and a bit intermittently we have, in recent years, been staggering towards creating a unified, online-native culture that embraces the whole institution. It has not been easy, especially thanks to the Athabascan resistance. But, regardless of their interference, we have made other mistakes. Our near-virtual implementation was the result of a large group representing the whole university, but one that lacked well-defined leadership or a clear mandate, that rushed development due to the pandemic, and that ignored most of what it found in its investigations of needs in its report to the university, leading to a hasty and incomplete implementation that has caused some unrest, most notably among those at Athabasca who are used to the comforts and conveniences of in-person working. For the majority of us who were already working online before the pandemic, things have got better, for the most part, but the benefits are very uneven. Too often we have poorly replicated in-person processes and methods to accommodate the newcomers, leading to (for instance) endless ineffectual meetings and yet more procedures. The near-virtual strategy remains a work in progress, and things will improve, but it got off to a stumbling, over-hasty start.
With limited funds, and contributing to the multiple failings of the near-virtual plan, we have signally failed to put enough effort into developing the technical infrastructure needed to support our nascent online community (one of the main needs identified by the near-virtual committee but not appearing in any meaningful way in the plan). I think we really should have focused on creating workable technologies to support our own community before working on teaching and administrative systems (or at least at the same time) but, after a decade of neglect while we were on the verge of bankruptcy, I guess we did need to fix those pretty urgently because they are what our students depend on. It’s just a bit tricky to pull yourself up by your own bootstraps if you are still using off-the-shelf tools designed to support in-person organizations (and commercial ones at that) rather than those designed for a virtual institution, especially when the more important human and organizational aspects are still rooted firmly in place-based thinking. I wrote about one aspect of that the other day. This won’t be a problem for long, I hope. The fruits of the reinvention of our student-facing systems – that is taking up the bulk of our development resources right now – should start to appear around the end of this year, if the Albertan government or our own union doesn’t destroy it first. I hope that we can then get round to fixing our own house because, if we don’t, we will be easy prey for the next politician seeking easy votes and/or a sly buck from their investments.
Shaping our lives
The title of this post is a quote from Churchill. In fact, he liked it so much that he used variants on the phrase (sometimes preferring ‘dwellings’ to ‘buildings’) a number of times over a course of decades. I could equally have used Culkin’s (usually misattributed to Mcluhan) ‘we shape our tools and then our tools shape us’ because, as the first president of the university recognized many decades ago, we exist as a university within our communications network, not in a physical nor even a virtual space.
The recursive dynamic implied by Churchill’s and Culkin’s aphorisms applies to any complex adaptive system. In most systems – natural ecosystems, money markets, ant-trails, cities, and so on – this leads to metastability and adaptation, as agents adapt to their environments and, in the process, change those environments, in an endless emergent cycle of evolution. However, the large and slow moving elements of any complex system influence the small and fast moving far more than vice versa and humans are the only creatures that we know of who can deliberately mess with this dynamic by making radical and rapid changes to the large and slow moving parts of the spaces in which they dwell. In the past it has happened to Athabasca University due to the machinations of a small number of self-serving politicians and geographically located cliques, not due to educators. If we can prevent government interference and diminish the significance of those cliques then we can change that, and we have been doing so, rebuilding our systems to serve the needs of staff and students, not of a few land developers or groups of local residents. This is not the time to stop. We are on the verge of creating a viable community and infrastructure for learning that could scale more or less indefinitely, where everyone – especially the students – can feel a part of something wonderful. Not cogs in machines, not products, but parts of an organic, evolving whole to which we all belong, and to which we all contribute. This matters: to our staff, to our students, to the people of Alberta, to the people of Canada, to the world. We should not be condemned to merely serve a small part of the economic needs of a small community, nor even of a province or country. If we follow that path then we will whimperingly shrink into a minor anachronistic irrelevance that appears as no more than a footnote in the annals of history, out-competed by countless others. Athabasca University matters most because it (not quite alone, but as part of a small, select pack of open and distance institutions) is beating a path that others can follow; an open, expansive, human-centred path towards a better future for us all. Let’s not let this die.
This is very kind! I am sorry for all the very, very, very bad thoughts I have been thinking about you and your party. So, all we had to do was ask, eh?
We currently (in ball park terms) have about 300 staff in Athabasca out of a total of roughly 1200 staff overall. You want 65% of us to live there. So, what we need is:
ongoing funding to pay the salaries of 1500 new staff;
good, diverse, well-paid jobs for their families (yes, we have families);
support for building new homes to house the new staff;
computers, software, cloud services, high speed reliable internet to the town (not the rubbish we have now) for those new staff;
extra buildings to house them on the campus, including canteens, leisure facilities, etc;
regular, frequent transit links to the town of Athabasca.
We’ll let you off paying for 8 of those staff if you let our execs live wherever the hell they want. Maybe you could re-use the absurdly overblown presidential accommodation to house a family or six.
This is just a guess, but I think that, in total, such assistance might just about raise the government funding per student that you currently so generously provide us to around 70-80% of what you currently give to other Albertan universities.
It’s still a damn fool place to put a university so you’d better be prepared to offer some much better incentives for those you are forcing to live there. Higher pay, of course, maybe a free vehicle (electric, of course – you wouldn’t want to increase the outrageously high environmental impact of this proposal even more, would you?). If you expect us to do proper research, attracting international and national partners and research students, we will need at least a good rail link to the nearest international airport (you could have one built at Athabasca, perhaps? Imagine the additional benefits to Northern communities! Who wouldn’t want to fly to Athabasca rather than, say, Edmonton or Calgary?). You should probably improve and better maintain the road into town so that it stops killing and injuring our colleagues. We really don’t like that aspect of the job. It puts people off working there.
So, at the end of it, with all these additional expenses, you might have to put us nearly on par for per-student funding with the rest of Alberta’s comprehensive research universities. On the bright side, you’ll not have to pay for all the lawsuits and payouts for constructive dismissal, nor the humiliation of having destroyed one of the world’s finest universities, and I bet it would win you a ton of votes.
Thank you for the offer. Over to you.
P.S. And please, please, please would you just stop it with the micromanaging? It would save us all much unnecessary work and pain. More savings there.
P.P.S. And please stop talking about “not reinventing the school’s mandate but simply trying to reverse the trend away from it” by the way. You’re just lending fuel to the popular misconception that there are liars, damned liars, and politicians. I suppose you mean the mandate forced on us against our will 40 years ago that made the president and half the faculty resign? The one that was rescinded decades ago because it was completely unworkable for a university hoping to hire top quality researchers, teachers, tutors, professional staff, and administrators? That one?
P.P.P.S. ‘An ultimatum (/ˌʌltɪˈmeɪtəm/; Latin for ‘the last one’) is a demand whose fulfillment is requested in a specified period of time and which is backed up by a threat to be followed through in case of noncompliance’. Sound familiar?
For anyone else reading this…
Wherever you live, please make your views known by contacting the Minister, Demetrios Nicolaides, at firstname.lastname@example.org, or comment on social media, by tagging @demetriosnAB on Twitter, #abpse, #abpoli. Blog about it, write to the press about it, lobby outside the gates of the Albertan legislature, tell your friends, whatever: make a fuss.