Revolution Lullabye

May 18, 2009

Pugh, Instinctual Ballast

Pugh, Christina. “Instinctual Ballast: Imitation and Creative Writing.” In Originality, Imitation, and Plagiarism. Eds. Eisner and Vicinus. Ann Arbor: U of Michigan P, 2008. 114-121.

Pugh, a teacher of poets, explains how she structured a creative writing course around imitation, an approach widely discouraged in contemporary creative writing pedagogical practices. She cites the importance of writers being avid readers who can read as writers and claims that her students were able to expand their ability as writers in her course, in which students only read and did imitations. She argues for imitation and apprenticeship to become a more intregal part of writing curriculum, as mimesis is with other creative arts (dance, fine arts.)

Quotable Quotes

“An imitation course thus refines the boundaries of what we categorize as ‘the creative.’ It requires a student to do something more dangerous than to trust his own experience or to tell the story she thinks she wants to tell. Imitation unmoors the writer from her comfort zone.” (119).

Notable Notes

it’s perfectly OK to publish an imitation – it is still your own.

February 3, 2009

O’Neill, Crow, Burton, A Field of Dreams

O’Neill, Peggy, Angela Crow, and Larry W. Burton, eds. A Field of Dreams: Independent Writing Programs and the Future of Composition Studies. Logan, Utah: Utah State UP, 2002.

Royer, Daniel J. and Roger Gilles. “The Origins of a Department of Academic, Creative, and Professional Writing.”

This chapter explains the history of the gradual separation of writing and composition duties from the rest of an English department faculty and the subsequent creation of an independent department in academic, creative, and professional writing at Grand Valley State University. Over the course a of decade in the 1990s, the English department hired eight new tenure-track faculty in rhet/comp (in a large department of 40 full-time faculty), and with this cohort of writing specialists, teamed with part-time instructors and full-time, post-doc composition fellows, the literature faculty gradually opted out of teaching the required composition courses. When the administration discovered this imbalance, they told the English chair that until more faculty taught composition, there would be no new hires, as it was clear by their attitude that composition was low on the department’s hierarchy. The faculty then were faced with three choices: give up teaching elective speciality courses so everyone could teach a section of composition, hire new comp/rhet faculty into the department to teach it, or reduce the number of sections by allowing some students to opt out of the course. The faculty, realizing that none of these solutions was desirable, agreed to allow academic, creative, and professional writing become its own department, one completely focused on the discipline of writing studies, able to branch out and make partnerships across campus without having to be moderated by a large English department that wasn’t interested in rhetoric and composition as a legitimate field of study.

Quotable Quotes

“Indeed, separate from English, writing can finally begin to see itself once again within the context of the liberal arts more generally – rather than as a ‘basic skill’ relegated to preliberal education. It can now exist alongside other parts of the liberal-arts whole, rather than beneath them, servicing them, holding them up.” (36).

Notable Notes

A rhet/comp PhD is trained to teach more than first-year composition; advertising for a job that only teaches first-year (because the rest of the faculty don’t want to teach it) isn’t going to attract quality candidates.

Developing the culture of the program – valuing writing as the central organizing concept – is essential for new departments

confidence for making an independent department worked came from developing a successful university-wide writing program and writing assessment/evaluation system.

Agnew, Eleanor and Phyllis Surrency Dallas. “Internal Friction in a New Independent Department of Writing and What the External Conflict Resolution Consultants Recommended.” 38-49.

This chapter shows the problems of a top-down administrative decision to create an independent writing and linguistics department at Georgia Southern University in 1997. The administration decided that the large, 75-faculty member department of English and Philosophy needed restructuring, and the faculty submitted three models for consideration: stay a single department with three program directors (writing, literature, graduate studies); become two separate departments (philosophy and literature, writing and linguistics); become two separate departments under a new school. The administration picked the second model, thus divorcing the faculty from each other and withholding any collaboration and collection that would have come from being part of the same school. The faculty were not consulted about what department they would be placed in, so the department of writing and linguistics inherited several literature instructors with their MAs along with new rhet/comp hires. The diversity of viewpoints about pedagogy, content, research expectations, compounded by different salaries and degrees (PhDs and MAs) created a department rife with internal conflict. An external conflict resolution team came in and suggested structural changes, such as developing two associate chair positions, and joint projects, like the National Writing Project and a new BA in writing and linguistics have united the department somewhat since.

Quotable Quotes

“The faculty in our department were polarized based largely on degree and background – Ph.D’s versus master’s, composition-rhetoric background versus literature background, new hires versus veterans. But we wonder if it is possible that the fighting and one-upping were exacerbated because of the low status, low salaries, and perception as a service department, which both groups have in the whole academic system” (47).

Notable Notes

Warning – don’t go with restructuring just because administration pushes for it. Faculty need to be on board and know what is happening, understand the identities and cultures being made and reinforced.

McComiskey, English Studies

McComiskey, Bruce. English Studies: An Introduction to the Discipline(s). Urbana, Illinois: NCTE, 2006. 12-53.

Through an overview of the history of English studies and its increasing specialization, McComiskey argues against the decisiveness that specialization creates and puts forth a new model, integration, that will transform all the disciplines housed within English studies (rhet/comp, linguistics, English education, literacy criticism, critical theory, and creative writing) through the development of large, common goals created through both identification (Burke) and articulation (Stuart Hall.) He cites four major problems with splintered, specialized English departments: 1. they do not appear coherent to administrators or to students 2. the marginalized disciplines (non-literature) are gaining more attention and financial resources, causing more strife 3. the scholarship that emerges from specialization only speaks to itself, giving up on any attempt to make cross-disciplinary connections and create interdisciplinary methodologies and 4. the faculty pour their energy into upper-division speciality electives, depriving the lower-division courses of resources and relegating them to service status. McComiskey draws on Stephen North’s assessment of the discipline of English and points out the problems with his three proposed solutions (secession, corporate compromise (organize under a new term, like cultural studies or literacy), or fusion (intergrate all disciplines into one major and in all courses.)) McComiskey’s solution, integration, is to reorganize English studies as the discipline that studies the analysis, critique, and production of discourse. His book (this is the introduction to it) features six chapters, each about one of the disciplines housed within English studies: linguistics, rhetoric and composition, English education, creative writing, literature and literacy criticism, and cultural studies and critical theory. His goals are to educate scholars on the other fields so that they might come to identify (Burkean term) with their fellow faculty members in order to collaborate on productive, functional projects and build true relationships by working on common problems, showing that English is a useful, important discipline in society.

Quotable Quotes

“English studies can move from being a set of unrelated subdisciplines to a powerful collection of integrated (structurally separate but fundamentally interrelated) disciplines with a coherent and collective goal that does not compromise each discipline’s unique integrity. I propose that the goal of this integrated English studies should be the analysis, the critique, and the production of discourse in social context” (43).

New attitude: “English is useful.” (49)

“The history of English is the history of academic specialization” (26).

“For with radical specialization, as English studies has experienced in the last half century, we are no longer able to represent ourselves to university administrators as having coherent goals (other than the material fact that we work side by side)” (30).

Notable Notes

reimagine ourselves as a larger community of English studies – use Burke

great overview and history of the specialization and splintering of English studies from mid-1900s onward.

Cold War grants skipped over the humanities, led to the decrease in importance of humanities. English was “saved” by the service, practical discipline of rhet/comp.

New generation of rhet/comp scholars in 1960s and 1970s embraced composition and made it their object of critical study and rhetoric the foundation.

Dewey calling for the dissolution of knowledge and praxis in The Educational Situation (1901)

Secession leads to small, competing departments that are scruntinized by administration and more likely to be cut in budgets.

Those departments that already had secession happen must reintegrate into one large department.

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