I recently completed a small pilot funded by the office of new faculty development at a large university. I approached the director to see if there was interest, and to figure out a way to test the effectiveness of the methodology for new faculty. We came up with an informal program in which I would work with three self-selected early faculty members, coach them in the method, and hopefully give the director enough information to decide if the results merited a larger follow-on effort.
The faculty were professors from three very different departments – Nursing, Japanese, and Communication Disorders – and each had different styles in how they managed themselves at their work. One thing they all shared, however, were the common challenges facing new faculty, who essentially act as entrepreneurs. For example, they have to:
- Obtain grants for research,
- Plan and perform original research,
- Advise and guide students,
- Teach classes (prep, grading, etc),
- Provide service to the community, etc.
- all the while working to get tenure (there’s a reason it’s called the “tenure track“)