faculty development

National and global cultural constructs are changing faster than ever, oftentimes faster than those who educate can keep apace of. The challenge presented in this volume is clearly stated in Haynes’s introduction: Education leaders “must accept responsibility for accessing and mobilizing all available resources to support students’ total development and for demonstrating that they are making a significant and measurable positive difference in turning present educational trends around” (viii). A popular mantra of leadership theory as first proposed by James McGregor Burns, John Maxwell, and Max De Pree, and later repopularized by Jim Collins, Malcolm Gladwell, Chip and Dan Heath, and Michael Hyatt, is that leaders are responsible for creating organizational culture. Therefore it is imperative that educators, both those who are currently in leadership positions (discipline chairs, principals, superintendents, school board representatives, and so forth) and those who aspire to leadership positions, take seriously this challenge of creating a culture for effective learning by demonstrating that they are effective leaders and worthy of being followed.

Following the challenge-laden Introduction, the volume is divided into three sections, with each section focusing on a different aspect of educational leader development.  Each section opens with a short introduction from one of the editors. The first section (chapters 1 to 4) focuses on “core knowledge” elements for teachers and educational leaders, such as public policy (chapter 1), Knowles’ theory of self-directed andragogy (chapter 2), Goleman’s theory of emotional intelligence (chapter 3), and education as social justice (chapter 4). The second section (chapters 5 to 9) focuses on professional development for educational leaders, such as developing an ecological framework for the educational setting (chapter 5), leading educational reform (chapter 6 and 8), developing a global perspective on education (chapter 7), and seeking continuing education once on the field (chapter 9). The final section (chapters 10 to 14) suggests strategies for improving the learning experience, such as utilizing applied research (chapter 10) and program evaluation (chapter 11), developing a multicultural approach to learning (chapter 12), and implementing balanced curriculum (chapter 13) and technology (chapter 14) into the teaching model. 

This volume would be most applicable to a course in educational leadership development. It certainly draws from the wealth of the experience provided by the contributors. It is most appropriate for elementary and secondary educators and educational leaders (and those who instruct in that field). However it does have value for those who teach in other disciplines at the undergraduate or graduate level. I found the chapters on policy and balanced curriculum to be most helpful. There are a couple of concerns that should be noted: First, while it is subtle, there is a tinge of socialist rhetoric used throughout the volume. It is most prominent in chapter 4 where the co-authors equate social justice with socialist reform. Second, there is a sense of almost blind acceptance, despite the growing amount of evidence-based literature to the contrary, of Common Core standards throughout the book. Both of these concerns go hand-in-hand and should be considered by the prospective reader.

In Academic Freedom at American Universities,Philip Lee presents a convincing case for transforming higher education with respect to protecting and encouraging true academic freedom of professors – in both public and private university settings. In six chapters, Lee discusses: the crisis of academic freedom in modern universities and the American Association of Universities Professors (chapter 1), the AAUP’s first policy declaration in 1915 and its struggle to defend academic freedom (chapter 2), the AAUP’s seminal 1940 statement and judicially defined academic freedom during the McCarthy era (chapter 3), modern constitutional conceptions of academic freedom (chapter 4), the limitations of constitutionally-based professorial freedom (chapter 5), and contract law as an alternative and better professorial academic freedom (chapter 6), an expounding of the author’s central proposal.

Lee chronicles the shortcomings of constitutionally-based academic freedom and appealing to the First Amendment alone, which he seeks to demonstrate has failed to sufficiently protect public institution professors, while not even applying to private university faculty. Thus, Lee proposes an alternative remedy: “developing a body of contractually based academic freedom case law,” which will “greatly expand the ways that courts protect aggrieved professors when their interests diverge with their employers’” while also allowing for “the proper consideration of the custom and usage of the academic community as either expressed or implied contract terms in resolving disputes between universities and professors” (145-46). The author adds that this contract law approach would also entail the courts giving greater attention to specific campus contexts rather than seeking to create universal remedies that inevitably fall short of fitting certain campus settings.

Professor Lee’s research demonstrates substantial mastery of the subject matter and relevant materials – no less for matters dating from the pre-AAUP period through its founding and early years of development to its expanding influence and most recent iterations. Lee’s work evidences careful scholarship that includes extensive collecting, scrutinizing, and evaluating of various crucial events, court cases and findings, written opinions, and other relevant materials spanning the AAUP’s organizational history. Particularly insightful is the author’s discussion of the 1918 report on academic freedom in wartime and the report’s multiple contradictions to the 1915 declaration’s principles, culminating in actual “retreat from professional self-identification in deference to the government’s claimed needs during wartime” (33). Also instructive is Lee’s examination of the shift in focus and language between the 1925 and 1940 Conference Statements – mainly from a prescriptive list of university “don’ts” to descriptive university teachers’ rights with the latter’s garnering of widespread acceptance (47) and approval within the bounds of most religious schools as well (64). The author’s writing style is consistently clear and engaging – no mean feat considering the rather technical and procedural materials encompassing much of this book.

Philip Lee’s Academic Freedom at American Universities presents an important argument for an alternative – contract law – foundation for professorial freedom in the academy. I recommend the book as a valuable resource for all public and private higher education institutions, particularly their faculty and executive administration.

This volume of twenty-one essays comes from the Professional and Organizational Development Network in Higher Education (POD) and is directed to faculty and institutional development staff, department chairs, faculty, deans, student services staff, chief academic officers, and educational consultants. Commensurate with their agenda to facilitate creative exploration, the essays are organized after they are collected, and arranged loosely by topic with about three essays per topic. The topics include developing new paradigms for faculty and professional development, tailoring faculty development to diverse audiences and partners, refining faculty development programs for maximum impact, reflecting on and advancing what developers do, responding to different graduate teaching assistants’ needs, enhancing student learning, and advancing new pedagogical concepts. The essays are written by educators and developers throughout the POD network and undergo a double-blind peer review system. As such, they do not deal with classroom teaching and application per se, but with ways to motivate, involve, measure, and prioritize self-reflective and critical development among educators.

Several essays are of particular interest because they propose responses to changes emerging in higher education. Drawing on research into video games and their ability to attract and retain learners, for example, an essay by Kevin Yee encourages educators to apply game theory principles to course design (335-348). Even when instructors might not have the technical savvy to generate their own video game, they can apply the principles of successful gaming with low-tech options in their course design. For example, instructors might design learning opportunities that are narratives (such as a case study or an urgent problem that needs to be solved), have calibrated difficulty and rapid feedback response (such as online quizzes that can be taken until they reach 100 percent), employ diversions (such as add-on TED talks), and generate competition.

Another essay, by Al Rudnitsky et al., describes a college-wide multiyear professional development effort that addressed the need for instructors to adapt their expertise to changing needs of students (127-143). It examines how instructors at Smith College formed a process-oriented (rather than skill-based approach) faculty learning community that explored recent research on how people learn, applying it both in their classrooms and in their learning community. They applied such principles as these: ultimately learning depends on what learners do, not what teachers do; existing knowledge has a profound effect on learners’ current thinking and learning; effective learners are metacognitive in that they set goals, self-monitor, and self-regulate; and learning is socially situated and mediated; the instructor’s task is to design complex learning environments and motivate students through evaluation. They contend,  “understanding and deep learning that allow for better knowledge transfer and preparation for future learning are privileged educational outcomes” (133). The goal of the process, they found, was to build knowledge through discourse, idea improvement, and collective cognitive responsibility (135).

In a third essay worth noting, Michael J. Zeig and Roger G. Baldwin describe concrete recommendations to help senior faculty (sixty-plus years, about 33 percent of professors in the U.S.) develop new meaning and purpose in this phase of their academic life. They suggest that senior faculty reflect on the priorities of their career and identify what resources they need, reconsider what success means in late career, seek out co-mentoring opportunities (in which younger faculty members share their expertise with their mentors, especially in technology), and plan their own professional development. Administrators, deans, and chairs need to see senior faculty members as individuals, maintain reasonable expectations, provide relevant development opportunities, and recognize and appreciate achievement (83-86).

This volume is a valuable resource, with a rich bounty of essays geared to building, sustaining, evaluating, and promoting faculty development programs.

This volume of twenty-one essays comes from the Professional and Organizational Development Network in Higher Education (POD) and is directed to faculty and institutional development staff, department chairs, faculty, deans, student services staff, chief academic officers, and educational consultants. Commensurate with their agenda to facilitate creative exploration, the essays are organized after they are collected, and arranged loosely by topic with about three essays per topic. The topics include developing new paradigms for faculty and professional development, tailoring faculty development to diverse audiences and partners, refining faculty development programs for maximum impact, reflecting on and advancing what developers do, responding to different graduate teaching assistants’ needs, enhancing student learning, and advancing new pedagogical concepts. The essays are written by educators and developers throughout the POD network and undergo a double-blind peer review system. As such, they do not deal with classroom teaching and application per se, but with ways to motivate, involve, measure, and prioritize self-reflective and critical development among educators.

Several essays are of particular interest because they propose responses to changes emerging in higher education. Drawing on research into video games and their ability to attract and retain learners, for example, an essay by Kevin Yee encourages educators to apply game theory principles to course design (335-348). Even when instructors might not have the technical savvy to generate their own video game, they can apply the principles of successful gaming with low-tech options in their course design. For example, instructors might design learning opportunities that are narratives (such as a case study or an urgent problem that needs to be solved), have calibrated difficulty and rapid feedback response (such as online quizzes that can be taken until they reach 100 percent), employ diversions (such as add-on TED talks), and generate competition.

Another essay, by Al Rudnitsky et al., describes a college-wide multiyear professional development effort that addressed the need for instructors to adapt their expertise to changing needs of students (127-143). It examines how instructors at Smith College formed a process-oriented (rather than skill-based approach) faculty learning community that explored recent research on how people learn, applying it both in their classrooms and in their learning community. They applied such principles as these: ultimately learning depends on what learners do, not what teachers do; existing knowledge has a profound effect on learners’ current thinking and learning; effective learners are metacognitive in that they set goals, self-monitor, and self-regulate; and learning is socially situated and mediated; the instructor’s task is to design complex learning environments and motivate students through evaluation. They contend,  “understanding and deep learning that allow for better knowledge transfer and preparation for future learning are privileged educational outcomes” (133). The goal of the process, they found, was to build knowledge through discourse, idea improvement, and collective cognitive responsibility (135).

In a third essay worth noting, Michael J. Zeig and Roger G. Baldwin describe concrete recommendations to help senior faculty (sixty-plus years, about 33 percent of professors in the U.S.) develop new meaning and purpose in this phase of their academic life. They suggest that senior faculty reflect on the priorities of their career and identify what resources they need, reconsider what success means in late career, seek out co-mentoring opportunities (in which younger faculty members share their expertise with their mentors, especially in technology), and plan their own professional development. Administrators, deans, and chairs need to see senior faculty members as individuals, maintain reasonable expectations, provide relevant development opportunities, and recognize and appreciate achievement (83-86).

This volume is a valuable resource, with a rich bounty of essays geared to building, sustaining, evaluating, and promoting faculty development programs.

The authors of this volume are intent on promoting the advancement of critical professional development in higher education. They seek to accomplish this by highlighting existing practices and proposing a new model of professional development that is “critical, pragmatic, informed, and flexible” (2). The merits of this new model are said to be its nuance and its attention to the complex and constantly changing landscape of education, particularly higher education.

The volume is divided into three parts. Part One focuses on what it means to be a professional, how this term is shaped, and how the discussion surfaces in education. The authors introduce critical professional development as the places where individual growth is shown as a collaboration of individual activity, policy, and institutional and organizational reforms. In support of this model, they advocate the establishment of institutional learning spaces and support structures to achieve their goal.
Part Two explores the model’s validity through four case studies. In this section Lynne Barnes and Christine Hough join Appleby and Pilkington in providing examples of the proposed model to enhance teaching and other professional practices. Barnes discusses a training program for deaf teachers, Pilkington explores a framework for professional development, Hough describes her experience in engendering critical thinking in higher education underclassmen, and Appleby discusses her use of writing for professional development. Part Three reflects on these case studies and how they relate to the proposed model. This section also provides recommendations for the implementation of the model and its practice in various organizations.

The exploration of professionalism in Part One is dense and jargon heavy, but in this case it is a welcome exception as much of the literature on teaching and learning is filled with clichés and buzz words. The text as a whole is starkly realistic, scholarly, and pragmatic rather than idealistic. As the authors concede, the definition of critical professionalism does not contain any original components; however, it is original in its holistic and practical conceptualization of professionalism in higher education. One limit to the text’s usefulness might be its aim to address both institutional and individual practices. It seems better suited for implementation at an institutional level. Individuals without institutional influence might struggle to implement the model.

The text succeeds in providing a model that is not limited by discipline. It provides such a variety of “structures and spaces” (63) that anyone could achieve some benefit from reading the book, while a full implementation of this critical professional practice may be limited. The theory proposed in this volume has wide applicability, and is worthwhile in the fields of theology and religion. Hough’s case study was particularly insightful for those teaching theology and religion. In addition, the entire buffet of professional practices recommended in this text may not be accessible to every reader, but there is certain to be something here for the entire range of practitioners in higher education.