Lots of justified outrage, fear, and anger on Twitter about the University of Montana’s plan to collapse its language departments and to cut 6 tenure-line faculty in English and 7.5 in the languages. The university’s president, who has an MA degree, is a former middle manager at GE. OK. All good.
But. The rationale for the cuts in the report is that majors in these fields are down 44 percent (since when it doesn’t say). So. Your majors are down 44 percent. I understand that it’s not your fault (you’re teaching the same thing you’ve always been teaching; your material didn’t suddenly become 44 percent less interesting). But … it’s your responsibility to attempt to change the situation, no? Even if it’s not your fault? And if you don’t (and maybe the good folks at Montana tried) or if you tried but couldn’t, then… what ground do you have to stand on when it comes to conversations with Deans and Provosts and Presidents?
I feel like my colleagues around the country are not addressing this issue: if your majors are down 44 percent, why should you keep the same number of faculty? How can you justify this, without resorting to claims about the “inherent value” of what you do that could be made equally compellingly by any department at the university?
My solution to this problem is to start trying new things, because it might be better at least to die fighting than to die inch by inch. More posts to come.