This morning I saw a post from Paul Corrigan about the assessment movement’s real impact, which amounted to “widely observed rituals of compliance” but little genuine change. The real focus of both the post and the Ted Marchese essay it took its title from was the continuing stalemate between assessment and accountability in higher ed. This is caused in part by everyone talking past one another. Assessment experts tend to regard their own activity as a scholarly enterprise that unaccountably gets abused by the administrators who implement it. Faculty hear most assessment talk as either meaningless College of Ed jargon or administrators’ pernicious attempts to micromanage the work conducted in classrooms. Administrators regard it chiefly as something done to satisfy trustees or politicians, and try to think of it as little as possible otherwise. So yes, no one understands anyone else here, but that’s not why the stalemate has lasted almost as long as the assessment movement itself.
What Corrigan doesn’t seem to recognize is that these three groups do not have equal voice in this matter, because it is the administrators, as the folks who hire the assessment experts as staffers or consultants, and who “manage” the faculty, who have decided time and again to define and pursue assessment largely as accountability, standardization, and outward compliance. There is a political economy to the way that higher education evaluates itself, and I believe that both assessment experts and disciplinary faculty need to understand how assessment and accountability both work within the emerging regimes of neoliberal management of public higher education.
Christopher Newfield, in the important piece I just linked to, spells out the strange imperviousness of administrators to the knowledge extracted by the accountability schemes they use to manage faculty and student interactions. Their imperviousness derives from their recent self-definition as managers rather than faculty members:
In contrast to professional authority, which is grounded in expertise and expert communities, managerial authority flows from its ties to owners and is formally independent of expertise. Management obviously needs to be competent, but competence seems no longer to require either substantive expertise with the firm’s products or meaningful contact with employees. The absence of contact with and substantive knowledge of core activities, in managerial culture, function as an operational strength. In universities, faculty administrators lose effectiveness when they are seen as too close to the faculty to make tough decisions.
In the upside-down world of managerial culture and Christensen’s fantasies of “disruption,” paying too close attention to the information collected by others, or seeming too responsive to what it tells you about students or faculty, all these are signs of weakness, not strength. And how else can we read the last 10 years of developments in public higher education, except as a demonstration of these principles in action?
So how might we redirect the discussion back toward improvements in learning, for both students and faculty? One possibility suggested by Newfield is to tie improvement back to the notion of shared governance, and regard good governance and faculty communities of expertise as a necessary but not sufficient condition for improved teaching and learning. And while we’re discussing research, I would love to see someone analyze the impact that governance has on teaching and learning.
(NOTE: Those interested in discipline-specific approaches to assessment in literature departments should simply go to Laura Rosenthal and Donna Heiland’s Teagle Foundation collection to see a full range of responses to this problem)
(UPDATE, NOTE: Dr. Randi Gray Kristensen directed me to this article, which laid out a similar argument in 1999: Cris Shore and Susan Wright, “Audit Culture and Anthropology: Neo-Liberalism in British Higher Education,” The Journal of the Royal Anthropological Institute, Vol. 5, No. 4 (Dec., 1999), pp.557-575; http://www.jstor.org/stable/2661148 )
(2nd UPDATE, NOTE: Also found this, an illuminating comparative, ethnographic discussion of “audit culture” and “neoliberalism” in various national contexts: ANDREW B. KIPNIS, “Audit cultures: Neoliberal governmentality, socialist legacy, or technologies of governing?” American Ethnologist, Volume 35, Issue 2, pages May 2008: 275–289; http://onlinelibrary.wiley.com./doi/10.1111/j.1548-1425.2008.00034.x/full)