A couple of days ago, my Brooklyn College colleague Corey Robin asked (on his Facebook page):
How many academics would get tenure if the review took into account how they treated the department’s secretarial staff?
A year or so after I had begun work at Bell Laboratories, I told a new hire that she should always strive to keep three classes of co-workers (or ‘staff’) happy: secretaries, computer system administrators, and security guards. Later, I extended this claim to other members of our building’s facilities crew. This imperative suggested itself to me as prudent and moral (and political). It still does in my current location at my academic workplace.
The first two on the list above made our daily tasks much easier; they helped us navigate workplace mazes, administrative, logistical, and bureaucratic; they let us concentrate on our work, which was supposedly technical and creative. The third were the first ones to greet us on our entry to the building, and the last ones to bid us goodbye when we left; being friendly and personable in our interactions with them served to provide a kinder, gentler bookend to our days at work (And if you forgot your ID card on the weekends, in the days before high-speed dial-up connections, you could count on them not blocking your entry to the building in case you desperately needed to get some coding work done in your office that could not be accomplished from home.)
I’m happy to say that over the years I have followed my directives quite faithfully, and have generally enjoyed good relations with most members of my ‘support staff.’ These have made my workday experiences considerably more pleasant. The exceptions to this have occurred with some security staff who insist on taking their badges and uniforms a little too seriously and adopt the demeanor of the police a little too eagerly.
Despite these fairly self-evident considerations, secretarial staff still remain unappreciated, frequently overworked, and poorly treated. (The sexism and harassment directed at female secretaries is legendary.) In my corporate workplaces–which were mostly manned by folks with technical backgrounds–there was a great deal of patronizing and dismissive behavior too. In response, secretarial staff often scorned the head-in-the-air attitude of those they served, decrying their inability to accomplish the simplest tasks by themselves and directed some scathing disrespect at them behind their backs. To the credit of my colleagues at my two university employers–the University of New South Wales and the City University of New York–I have witnessed fairly pleasant and egalitarian patterns of interaction between them and our administrative staff. (Robin’s question above seems to indicate there is trouble in paradise.)
At academic workplaces the power differential is clear. Faculty might imagine themselves, PhD and all, as the bees knees, with administrative staff, possessing perhaps only a lowly bachelors or associate degree, as mere dust to be shaken off their feet. (This was certainly the case at Bell Labs, which was populated by graduates from the nation’s top science and engineering programs.) Faculty are also often overworked too, and their requests for assistance can be made a little brusquely. Status and class anxiety does not help this already complicated picture.
It might behoove all of us ‘non-management types’ to remember that a more equitable and harmonious relationship among ourselves is one of our primary protections against the impositions of our ‘bosses,’ that there are allies here, if we were only willing to look a little closer.