From Round to Square (and back)

For The Emperor's Teacher, scroll down (↓) to "Topics." It's the management book that will rock the world (and break the vase, as you will see). Click or paste the following link for a recent profile of the project: http://magazine.beloit.edu/?story_id=240813&issue_id=240610

A new post appears every day at 12:05* (CDT). There's more, though. Take a look at the right-hand side of the page for over four years of material (2,000 posts and growing) from Seinfeld and country music to every single day of the Chinese lunar calendar...translated. Look here ↓ and explore a little. It will take you all the way down the page...from round to square (and back again).
*Occasionally I will leave a long post up for thirty-six hours, and post a shorter entry at noon the next day.
Showing posts with label academia. Show all posts
Showing posts with label academia. Show all posts

Saturday, November 24, 2012

Syllabic Cycles—Introduction (b)

One year ago on Round and Square (24 November 2011)—Kanji Mastery: Radical 148 (Horn)
[a] Towering RF
This is a multi-part introduction to the series "Syllabic Cycles." Click here for the other posts:
Syllabic 1               Syllabic 2               Syllabic 3               Syllabic 4

We left things yesterday with a little snippet of autobiographical detail. People sometimes write to me (not always with even a polite veneer over their e-mail rhetoric) to remonstrate on behalf of my poor students, who sometimes get syllabuses with twelve, thirteen, fourteen, or even more, books. A book a week is not unusual, depending on the class, the time of the term, and the course topic.  

The critique usually goes something like this:

          How arrogant you must be to think that your courses are the only things 
          going on in your students' lives; how dare you take up all of their time with 
          just your readings—these must take twenty hours a week.They have 
          other classes, you know.
[b] Full array RF

The funny thing about the matter is that the students tend to see it quite a bit differently. This is because they actually know what is going on in the course. To be sure, more than a few have been startled to see the book list at the beginning of the term, and some panic before I can begin to talk them off the drop/add ledge and consider the full array of course expectations before doing something rash (like taking Microeconomic Theory or Organic Chemistry...just because there is a lot less reading.

Once things get clicking, I give assurance that many hundreds of students have taken in just these classes over the last twenty years. Among the handful of people who have not done well, most decidedfor one reason or anotherthat the high dose reading experiment was not worth undertaking. Among those who say "I quit," the smart ones actually filled out the paperwork and dropped the class. The less perspicacious ones stayed in, telling themselves that they couldn't do it (and backing that up with lack of class attendance and almost no reading). Even among this small group, a few reconsidered late in the semester and wanted to make good. We almost always work out a plan that salvages at least a bit of a term that began with high hopes for reading formidable quantities of prose and producing formidable qualities of writing.

You see, I am on a mission—a Mission Improbable.

Cue the disintegrating tape. 

The mission I have chosen to accept is to teach students real life lessons, even in the geeky haze of classes with titles such as "Social and Cultural Theory," "Japanese History and Culture," and "—graphy." The explanation boils down to a sequenced pair of nonverbal actions, repeated over-and-over during every class, every semester, and every year. 

It goes something like this. I hold out my arms, as though to put them around a sizable load—something along the lines of a yard (or meter) wide—in front of the center-right side of my body. I hold the pose for a few seconds, looking at "the load" with a stern gaze. I then move to the next segment. Crossing over to the space at center-left in front of me, I narrow the arm-width to just a foot or so. Again I hold it, emphasizing with arms and gaze the dramatic difference.
[c] Frame RF

Wide on the right; narrow on the left. Lots of work; (relatively) little time. Big difference.

What's that about? I only need to put it into words at the beginning. After that, the actions take care of themselves. Everyone knows the interpretation. It goes something like this. Like life, the right side "large-load" represents the work that needs to be done. In life, that will be everything from job to family to activities beyond both (like running or skiing or evening bowling). In the academic course students have begun, it can be represented by a dump truck load of reading and writing. Yup, big ol' piles of way too much to do.

Life is like this. 

The other side represents time. There is less of that, and this fact, too, is a lot like life. Somehow, the eighteen-wheeler containing all of the work you need to do has to fit into a standard two-car garage (or 168-hour week). It is structural, people, and no amount of fine-tuning can give you more than 168 hours in seven days. You need to fit that big, fresh moose carcass into your little dorm-room refrigerator, or the jumbo frank into a kiddie bun. Directly to the point, you need to fit that new book on the syllabus each week into a six-to-eight hour time frame.

Six...to eight? What about the twenty or more that you are sure it will take?

Let's get back to the nonverbal images. Big armload on the right; smaller armload on the left. The big armloadsomehow, someway—must be forced into the little one. So let's get back on-track here. If you think that this is your (grand)father's reading load (check the link), you haven't been paying attention. No, I tell every student in a 100-level class that I expect six hours of reading a week (ninety minutes for every hour in class). In 200-level classes, I expect eight hours of reading (two hours for every hour in class). In high-level, "capstone" classes, the number goes up to twelve, but that is for a very special kind of class meant to tie together all sorts of intersecting themes in three or four years of college coursework.
[d] Other quads RF

In other words, the syllabuses you will see in these posts assume good use of six, seven, or eight hours of reading. This workload expectation is so standard in higher education as to be completely unexceptionable. The part that trips up interpreters is the amount of reading on the syllabus...and this is the entire key to learning the hardest (and most useful) lessons life has to offer. 

Let me say just one more thing before closing today (we'll go one more round tomorrow before wrapping up this introduction). The reading load is heavy. The writing expectations are ambitious, but quite realistic (for example, a brief essay in the fifth week, a midterm essay in the ninth week, and a final paper at the end of the term. No, it's not the writing load that scares people. 

It's all that reading.

We'll address that directly in part three of our introduction...tomorrow. 

This is a multi-part introduction to the series "Syllabic Cycles." Click here for the other posts:
Syllabic 1               Syllabic 2               Syllabic 3               Syllabic 4

[e] Reading RF

Monday, October 10, 2011

Spring and Autumn Roles (4)—Learned Lines

Click here to go to section one of "Spring and Autumn Roles."
Click below for the other "Spring and Autumn Roles" posts.
1         2         3         4        to be continued
During the autumn months I will be posting new segments of The Emperor's Teacher (the big business book that will rock the world). Chapter three is (provisionally) called "Spring and Autumn Roles" and forms (along with three more chapters that will follow) the "middle" of my management book—part two of three.
If you have read The Art of War, you have arrived at the doorstep. Still, no one ever managed anything in China having just read Sunzi (Sun-tzu), but don't despair. You are now ready for what comes next in leadership. Compiled nine-hundred years ago, it is the greatest management book ever written, and there are only two problems: (1) it is in "medieval" Chinese; (2) it is 10,000 pages long. No worries, though. That's what I am here for. I have been studying this stuff for thirty years, and I have been waiting for you. Welcome. 歡迎. Let's begin to study real Chinese management together.
[a] Plumage RF
After reading chapter one, "Breaking the Vessel," you will have some acquaintance with Sima Guang and the Comprehensive Mirror (資治通鑒). If you have completed chapter two, "Living and Learning," you know a good deal about various "learning strategies" in ancient China, and some of the ways that they were employed in later times. You are now ready to tackle the big themes at the heart of the greatest management text of all time. It is time to consider how managers managed in Chinese history, and how you might use these lessons to think more clearly about managing yourself, your family, and all under heaven. 

Don't worry too much about the order at this point (these are blog entries and not a book...yet).  If you want to start here and loop back to part one (Chapter One: Breaking the Vessel and Chapter Two: Living and Learning) in due time, that is fine.  This chapter should stand on its own as a way of thinking about the multiple roles that shape life and work at any time and in any place.

IV
Learned Lines

[b] Of Philosophy RF
As you have clearly seen by now, roles and hierarchy are intertwined to the point that they are entangled in the same ball of yarn. The titles of chapters three and four of The Emperor's Teacher invoke them separately, for analytical purposes, but you have seen that this chapter on "roles" discusses hierarchy and the hierarchy chapter will discuss roles.

One of my favorite examples of how roles and hierarchy cohere and persist comes from my own profession. Students, parents, grandparents, and friends often wonder at terms such as "instructor," "assistant professor," "associate professor," "professor" (or "full professor"), and, finally, endowed chairs that have titles such as the "George and Barbara Ingold Chair of Cognitive Sciences."[1] What does it all mean, and who—pray, tell—could possibly care?

I am always amused to hear most professors tell me how little it all matters, at least beyond the practicalities of salary and tenure (bottom lines, both, in their own ways). Nonetheless, professorial conduct betrays more than a little attentiveness to nuances of rank. Why anthropologists have not studied this a little more thoroughly, I have no idea. The strange tribe called "Professor" has secrets and rituals that most of society cannot fathom. It might be because most of the rest of society understands the meaning of one of my favorite jokes about academia. "Why are faculty meetings so contentious?" asks one wide-eyed outsider who chanced upon the monthly gathering of academics found in almost any university or college. "Oh, that," replies the interpreter. "It's because the stakes are so small."

If you doubt the power of hierarchical "role-holds" on faculty members, you might want to try a little experiment. Just call a long-serving, quite "senior" professor instructor. Conflicting synapses will fire behind what should be a calm, practiced exterior as the professor decides how best to respond to your (certainly unintentional) faux pas.
[c] Robed RF
[d] Lined RF
[e] Disrobed RF

Anyone who has ever been to a college graduation ceremony knows about these ranks from at least one multicolored perspective. The peacock-style procession of faculty members is one of the more noticeable events on the program. For several minutes, even at the smallest of institutions, faculty members march in the varied colors of their doctoral institutions—a light crimson bordering on pink for Harvard, deep burgundy for Chicago, vibrant purple for Northwestern, and chalky blue for Columbia, not to mention the orange-and-black tiger likeness of Princeton's robes.

We might look at the spectacle as a vibrant ritual moment, and leave it at that—a charming little peek into an academic-cultural form that has been frozen in place, not unlike a luau reenactment at the Polynesian Cultural Center outside of Honolulu. Or Austin Powers. Make no mistake, though. Much more is going on, at least within the sheltered world of faculty life. The procession unfurls in a snaking line of hierarchical humanity. Full professors go first, and even they are ranked by seniority. Even the youngest full professor (usually a mathematician or economist who raced through graduate school in a few years) will have to wait until she is much older to walk in the front of the line and sit in the first row at commencement with all of the other silver (and thinning) hair.

This is where it gets interesting. Many professors will tell you that it doesn't matter; it is just silly custom. Some will make their protests against the system. At small colleges it is common enough to see academic processions in which full professors walk "back" in the line, communing with instructors and assistant professors—seemingly thumbing their noses at tradition. Just watch when you go to Suzy's graduation from Cozy College next spring. You'll see.

The thing about it is that such a "protest" isn't very difficult. The stakes are even smaller than they are at faculty meetings. Let's consider something subversive that—despite the "openness" and "laid back" nature of small college life—rarely happens (I have never seen it). Let's imagine an assistant professor, preferably one who is just about to "come up for tenure," as the jargon has it. It's the spring before the big decision, and during the summer she will prepare her file for a series of examiners and administrators from within and beyond the college. Let's say that she wants to make a statement that is bigger than Professor Senior, who is walking "back" with the instructors. She decides that "hierarchy doesn't matter," and chants this to herself as she walks to the front of the line. She does not quite take first place, leaving that for the professors who arrived in 1957 and 1959, respectively. But she's at the front, walking confidently alongside creaky, balding intellectuals.
 

Nope. Ain't gonna happen, as we (are said to) say back home. Nada.

Even the "flattest" counter-culture college is unlikely to have someone in that position (read: role) march with her, or his, seniors. Why not? What could be the consequences of such an action in the land of the free and the home of brave tradition-breakers? What's the big deal? For all of the talk of such things as being silly little traditions, I cannot get over the fact that the hierarchical line of professorial peacocks in full display has persisted for almost a millennium—from its medieval European roots into the twenty-first century. And, yes, even in "America."

***  ***
[f] Vertical RF
Something is going on here, and Americans need to take notice. Hierarchies exist, and (I like to say) Americans ignore them at their peril. Perhaps the worst misinterpretation comes from too emotional a reaction to the "flat organization" idea. Think of the garage workers picture from the previous post, which implies "flatness is good; hierarchy is bad." Far from advocating an "old school" approach that is rigorously top-down (something that less-than-careful readers may have assumed I have been doing up to this point), I will be arguing for a complete rethinking of roles and hierarchy, and what they mean in the American workplace (and beyond).

I have another idea in mind, and I call it "The New Hierarchy." Yes, I imagine a Time magazine cover story on the topic in a few months. The New Hierarchy provides a way to understand the inevitable mountains slopes of knowledge, power, and even status in the fluid and nuanced ways articulated by Confucius, Sima Guang (the author of The Comprehensive Mirror), and other thinkers through East Asian history. It is also something that the most successful Western businesses have understood, even if they have been more careful not to use the dreaded term "hierarchy."

A common interpretation in the West is that China, Japan, and Korea are rigidly hierarchical and unimaginative with regard to organizations. They don't seem to have "garage teams" like the one in our picture ("flat good; tall bad"). This all-too-easy perspective is flawed from core to peel. Sure, there are unimaginative organizations all over Asia—all over the world, in fact. That's no news flash. But when organizations worked well in East Asian history, they articulated an elaborate dance of hierarchy capable of integrating the thoughts and opinions of a wide range of people all of the way up and down various hierarchical ladders.

Music and ritual elements played a profound role in this (as they do in the West, if we would only think about it the way Plato did), and they can show us ways to break through the stifling problems of unimaginative equality or inequality. Boredom and lack of imagination are far greater threats to any kind of organization (from "flat" to "tall") than anything horizontal or vertical could ever be. In short, this book—The Emperor's Teacher—represents a call for attunement that Western readers must understand if they hope to succeed in a global marketplace, and at home.
[g] Dancing hierarchy RF
[1] A fictional example that follows the pattern of much endowed chair naming practice.


Click below for the other "Spring and Autumn Roles" posts.
1         2         3         4        to be continued
NEXT
Getting the (Mirror) Ball Rolling
Sima Guang begins the Comprehensive Mirror—yup, "page one"—with a discussion of roles and hierarchy. This is an excellent place to begin our journey into the lessons that will shape your thinking about managing yourself, your family...and all under heaven.