I worked in admin before my science career, in many roles, in many sectors. I’ve worked as a corporate receptionist, oversaw corporate communications, worked in document control for engineering consultancies, and managed content translation requests for university students with learning disabilities. I’ve been co-managing an unfunded citizen science project for more than six years.
So I’m no stranger to admin and I have no grudge against admin professionals – they are essential!
But, in some cases, the admin sagas that academics are forced to star in are a bit much.
Universities hire admin staff. Even within our own departments, academics generally have access to department-specific admin, finance and technical professionals. So why is so much of an academic’s time taken up with enforced admin, when it’s not technically part of their job description, and they’re not trained to deliver the desired admin outcomes?
I am currently in academic limbo.
My contract position as a postdoc at Charles Sturt University ended in December, after 3 years as a postdoc researcher and 3.5 years as a PhD student before that. At the beginning of March, I’ll be starting an exciting 3-year postdoctoral fellowship at the University of New England in Armidale, working with Romina Rader, Darren Ryder and Oscar Cacho.
I’ve found the transition period between postdocs challenging for a few practical reasons. It’s not as simple as clocking off at one job, handing your pass in and turning up to the new place. And while there is lots of good advice online about starting a postdoc for the first time (e.g Margaret Kosmala’s Advice for New Postdocs and Natalie Matosin’s Postdoc-ing for Dummies), I couldn’t find many tips on navigating the no man’s land between two postdocs at different institutions. But do read Amy Parachnowitsch’s great post on being ‘an unemployed academic’!
These are some of my experiences as an early career field ecologist in transit. Continue reading
Innovation and disruption are ideas that originated in the arena of business but which have since been applied to arenas whose values and goals are remote from the values and goals of business. People aren’t disk drives. – Jill Lepore
Innovation is one of the most overused buzzwords in the business world. Now it’s started turning up in discussions about research and policy, in government science goals and research funding priorities.
But there are two main caveats to the pro-Innovation argument that are often glossed over. The first is the word’s corporate connotations.
Once upon a time, innovation didn’t have a great reputation. It was a punishable crime to the worst degree. It was (ironically) reinvented in the 1930s, grounded in economic theory – it became seen as a source of positive economic change at a time when things weren’t going so well for some national economies. New products would get money flowing again, so the theory went. And a buzzword was born. Benoît Godin has done some excellent research on the evolution of the term and its place in society.
If you’re an ‘innovator’, you’re now a star. You can start trends and make lots of money. And because economic growth is the goal of most countries, innovation is now promoted, not punished. Continue reading