Addenda to Herb Childress’ “What Tenured Faculty Could Do…”

A lot of what I’d say about Herb Childress’ “What Tenured Faculty Could Do, if They Cared about Adjuncts” (paywalled, ironically, at the Chronicle of Higher Ed) I’ve published before, so I won’t do a point-by-point (most of which would be enthusiastic agreement anyway).
I do want to think about the one-union/separate-union problem. I had a long conversation a couple of years ago with somebody in the early stages of studying this exact problem (I’m not sure where that research has gone, but I hope to see her results someday). On that call, I told her my sense is that it depends very much on the context. Simple version–
 
Blended unions work better for adjuncts when the proportion of adjuncts is smaller. So, for example, in our system where TT faculty are the majority (pushing 75%), a separate adjunct union would be too small to have much power. If our entire adjunct cohort walked out, it would hurt and create some chaos, but it wouldn’t cause management anywhere near the problems it did when we all walked out together. They have an easier (no, not easy, but easier) task convincing* the union to bargain their issues from within than going it alone. Not to say we don’t need to do better, or that the adjuncts within our union shouldn’t organize among themselves to make their demands, but structurally, it would disadvantage them to bargain separately.
 
On the other hand, in most places where the NTT faculty are the majority, their bargaining power is much larger, and having to negotiate their issues with the smaller cohort of TT faculty before bargaining any of that into a contract makes it likely they’ll get squeezed–especially in places where the TT faculty keep the adjuncts out of the leadership, off bargaining teams, etc. This happens distressingly often (yes, anecdata, but metric tons of it).
 
So as a practical matter, I’d add these calls onto Childress’ list. If you’re a TT member of a blended union, work hard to make sure your union represents all of your members.
  • Create opportunities–that aren’t just tokens–for adjunct faculty to be in union leadership positions, and to be able to take them (by paying stipends, for example, or making sure that it can at least count as service credit for faculty who get evaluated on service–but better, really, is to pay them for the time).
  • Don’t wait until decisions are all-but-made to ask out loud how they’ll affect your most vulnerable members. And when you ask that question, ask it to the people who are getting affected and listen to what they say.
  • When your TT colleagues demean adjuncts (intentionally or not), call it out. If solidarity means anything at all, it must apply to everyone. If somebody has to be reminded that an entire cadre of faculty are union siblings, that person needs a talking-to.

Once you commit to solidarity, the rest of this gets a lot simpler.

*Someday, I won’t need the word “convincing” in that sentence–that’s one of my career goals.

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