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How to stay motivated in a de-motivating environment
I’m afraid to say that this week’s entry lacks both criminological insight and positivity but in the absence of a more engaging and topical issue to debate I offer a reflective piece on staying motivated in a de-motivating environment.
Working in academia can be challenging, it’s certainly not a place to work if you have no passion for learning and engaging in healthy debate but of late I’ve found myself asking why I bother. We all know people who hate their jobs, who live for that Friday night escape and the freedom that a weekend affords and I’m thankful for the fact that I don’t feel that way…or I haven’t until recently. I’ve never hated Monday’s, possibly because academia doesn’t work on a 9 – 5, Monday to Friday basis but still, what I do has not felt like a chore until now. This term, as classroom engagement and attendance has dropped so too has my motivation and with each new pressure, training course, despondent student, stressed colleague and pointless meeting I’ve found myself wondering why I continue to hit my head against a brick wall. The future currently facing me and my colleagues is not one full of hope and prosperity but rather increased classroom time, even less hours in a day, increased pressure from those who have no understanding of what we actually do, more paperwork, more blame when things don’t work and even less time with those we love. This isn’t what any of us signed up for and it certainly isn’t enhancing our careers. So, what are my options and how do I stay motivated in this de-motivating environment?
I suppose the first thing to consider is whether or not I want to stay in this environment, I could simply walk away and do something else but deep down I know that my passion lies in this type of work so this isn’t a feasible option. I could change university but is the grass really greener on the other side? We are all acutely aware of the difficulties facing the sector and there is no shortage of stories in the news about campus closures and staff redundancies, not to mention the increasingly competitive nature of the job that demands more and more of us as researchers and income generators, so maybe the challenges we face pale in comparison to our colleagues’ experiences elsewhere. In eliminating these options I’m forced to look inward for organisational support mechanisms which take the form of courses such as ‘SMART working’, ‘Personal Effectiveness’ and ‘thriving in a changing environment’. However, while these options appear on the surface to be supportive they focus on us changing as individuals without any recognition of institutional pressures that we have no control over, such as staffing or resources. Don’t get me wrong, I’m not against self-help approaches but in reality, it doesn’t matter how SMART or effective I am as a worker, there are only so many hours in a day and only so much I, or my colleagues can do without the very real danger of burnout. As such I’m left with only one, rather sad option and that is to embrace my selfish side and withdraw from anything which is not a contractual necessity. In practice this means the students will no longer get the above and beyond support they have come to expect, the university will no longer get my enthusiasm for helping to shape future policy and practice, and my colleagues will lose an active member of the team. In theory, I shouldn’t care about the impact that this might have on others, but in reality it pains me to think that this might be the only way to survive in the de-motivating environment.