“You could attach prices to thoughts. Some cost a lot, some a little. And how does one pay for thoughts? The answer, I think, is: with courage”
Ludwig Wittgenstein, Culture and Value 
“Nothing we do can be defended absolutely and finally. But only by reference to something else that is not questioned. I.e. no reason can be given why you should act (or should have acted) like this, except that by doing so you bring about such and such a situation, which again has to be an aim you accept.”
Ludwig Wittgenstein, Culture and Value 
Hey ho everyone, in case you are looking for some relaxing reading over the long weekend, those nice people at the Journal of Cultural Economy has just posted an online archive of some of the material generated on Twitter and on blogs over the last month or so investigating the wider contexts for the strike action by staff at pre-92 higher education institutions in the UK. This includes collated twitter threads by Gail Davies on the role of consultancy in shaping the landscape of HE pensions ‘reform’, Felicity Callard on the way in which what’s going on now in 2018 stretches back at least as far as 2014, and @etymologic on the cross-cutting networks that connect up UUK, USS, and other high-level HE advocacy and regulatory agencies; and re-published blog posts by Philip Roscoe on the construction of the USS deficit as an economic ‘fact’, Penny Andrews on what has been exposed by this dispute, and a re-versioned blogpost by me orn The Means and Ends of Higher Education (this includes a slightly filled out analysis of the example of the University of Exeter’s attachment to its capital investment programme – a reminder, ahead of further developments in this dispute next week that the key issue in all this is not the valuation of the USS scheme per se, but the question of how much risk Universities are willing to bear – that’s the issue that connects the pensions dispute to a series of broader issues that extend far beyond this dispute and will not be resolved by it whatever the outcome, all the way down to how we are micro-managed through annual reviews, income targets, poorly designed student appraisals, etc etc).
Thanks ever so much to Liz McFall and others at JCE for putting this together. It’s an important step in curating material that deserves wide accessibility both in the immediate term – this material leads off in directions that all UCU members should consider before deciding on the UUK-written ‘proposal’ to be balloted next week – and going forward, in facilitating ongoing rigorous scrutiny of UUK and other powerful actors in the future.
A colleague asked me today, in all seriousness and genuine anxiety, whether being involved in writing an open letter addressed to the senior leadership of our University, outlining a list of concerns about management structure and governance revealed by the handling of the pensions strike, risked staff members being accused of bringing the University into disrepute.
I wonder? There is quite tough opposition to even get into the Top 3 for THIS week:
There’s been this:
I’m not sure we are the problem. We’re just doing our jobs – as social scientists and humanities scholars and scientists – by helping people to reflect meaningfully on the attachments they have to the worlds they inhabit.
I wrote this blog less than half way through the UCU/USS strike, as an attempt to say out loud to myself how I was likely to feel when I went back to work in light of what had already emerged about the background to the dispute. Rather than write another one for today, the first day back for me and my colleagues here at Exeter (though still on Action Short of a Strike), I thought I’d just re-post it, with an invitation to imagine that it’s all now written in capital letters – because none of this seems LESS true now.
You can tell that University administration has become dysfunctional when it becomes normal for everyone to refer to senior managers from the VC downwards by their first names. After all, properly functional, responsible bureaucracies are supposed to be anonymous and depersonalised – yet Universities in the UK increasingly organise themselves internally as if the effective operations and achievements of the whole institution can be accounted for by the forms of authority projected through the charisma of their ‘leaders’ (This is a just warped expression of a more basic and much cherished principle of University governance, whereby Vice-Chancellors are selected from ‘the ranks’ as it were, moving from practicing academics to senior management positions). Of course, the relationships that really matter in Universities are those structured by conventions of pastoral care between students and teachers, and by respect between professionals, not those structured by weirdly personified hierarchies of cascading “strategy”. In…
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A really long read – but well worth it… Narrative of a Strike, in 5 or more parts….
Writing the history of contemporary events is a perilous enterprise. For those living through a rapidly-changing historical sequence, like the current Universities strike, events themselves can recede into a blur. What is happening in our Universities has been astonishing and moving, exhausting and energising; it risks leaving many bewildered at the sheer pace of changes.
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