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Misconceiving Merit: Paradoxes of Excellence and Devotion in Academic Science and Engineering 1st Edition Mary Blair-Loy
Misconceiving Merit: Paradoxes of Excellence and Devotion in Academic Science and Engineering 1st Edition Mary Blair-Loy
Misconceiving Merit: Paradoxes of Excellence and Devotion in Academic Science and Engineering 1st Edition Mary Blair-Loy
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Misconceiving Merit
Misconceiving Merit
Paradoxes of Excellence and Devotion in
Academic Science and Engineering
M a r y B l a i r - L o y a n d E r i n A . C ec h
31 30 29 28 27 26 25 24 23 22 1 2 3 4 5
Mismeasuring
4 Merit: The Schema of Scientific Excellence
as a Yardstick of Merit 68
Defending
5 the Schema of Scientific Excellence,
Defending Inequality 95
The
6 Moralization of Merit: Consequences for Scientists
and Science 125
Delineating
1.1 the Work Devotion Schema and the Schema
of Scientific Excellence in Cultural Definitions of Merit in
STEM 7
How
1.2 the Schemas of Work Devotion and Scientific Excel-
lence Reproduce Inequality 13
How
1.3 the Schemas of Work Devotion and Scientific Ex-
cellence Are Bad for STEM Professionals and Scientific
Innovation 15
Means
3.1 and Standard Errors of Dependent and Independent
Measures (N = 266) 47
OLS
3.2 Regression Predicting Respondents’ Reports of Flexibil-
ity Stigma in Their Departments with Demographics, Fam-
ily, and Work Circumstances (N = 266) 48
OLS Regression Predicting Log Average Articles Published per
3.3
Year Using Demographics, Job, Research Time, and Mother
hood Status (N = 266) 50
OLS
3.4 Regression Model Predicting Log Salary Using Demo-
graphics, Job, Productivity, and Motherhood and Father-
hood Status (N = 266) 62
OLS
3.5 Regression Models Predicting Persistence Intentions
and Job Satisfaction with Flexibility Stigma and Controls
(N = 266) 64
Ta b l e s a n d F i g u r e s
OLS
A.1 Regression Models Predicting Self-Conception Mea-
sures with Gender, Race/Ethnicity, Department, and Career
Stage 171
Figures
Average
3.1 Values on Work Dedication Measures and the
Work Dedication Scale 42
Predicted
3.2 Work Dedication by Gender, Underrepresented
Racial/Ethnic Minority (URM) Status, LGBTQ Status, and
Parenthood Status 42
Mean
3.3 Hours Spent on Childcare on Weekdays and Week-
ends, on Total Work per Week, and on Research per Week,
by Parenthood Status of Children Under Sixteen 49
Predicted
3.4 Values on Productivity Measures by Parenthood
Status of Children of Any Age 51
Predicted
3.5 Salary by Gender and Parenthood Status, Net of
Department and Demographic Measures (N = 266) 63
Predicted
3.6 Values on Three Outcome Measures, by Low
(First Quartile) and High (Third Quartile) Reported Levels
of Flexibility Stigma (FS) 65
Scholarly
4.1 Productivity Measures, by High and Low Values
on Assertive, Relational, and Diversity-Promoting Self-
Conceptions 82
Reward
4.2 and Respect Measures, by High and Low Values on
the Self-Conception Measures 84
Faculty
5.1 Assessments of the Fairness of the Tenure Process
at Case University (Percent Who Somewhat or Strongly
Agree) 98
Figures in Appendix
viii
Ta b l e s a n d F i g u r e s
Averages
A.2 on Each Strand of Scientific Excellence Schema,
by Broad Disciplinary Field 172
Schema
A.3 of Scientific Excellence Strands versus Self-
Conceptions, by Gender 173
Schema
A.4 of Scientific Excellence Strands versus Self-
Conceptions, by Race/Ethnicity 174
ix
One
Misperceiving Merit,
Excellence, and Devotion
in Academic STEM
Few beliefs are as sacred to scientists, engineers, and math-
ematicians as the belief that science is a meritocracy. As
a system of advancement and recognition, meritocracy is
thought to reward those who produce the best work in sci-
ence, technology, engineering, and math (STEM). This be-
lief in meritocracy is especially strong in academic STEM,
where the most innovative work and the brightest scholars
are presumed to rise to the top.1 In our study of STEM pro-
fessors, most believe that the best scientists ascend through
the ranks to full professor status and national and inter-
national prominence solely on the basis of their creative
brilliance, assertive leadership, and intense devotion to
discovery. Kristen, a biology professor, described scientific
excellence like this:
Someone who really goes after a question with intensity . . . really inci-
sive, insightful, drilling down to a problem. . . . In terms of clear metrics
of excellence, you know, people who really make discoveries that shed
new light and really transform and move the field forward. . . . People
who are always pushing things forward and in an aggressive way.
1
chapter One
2
M isp e r c e i v i n g M e r i t, E x c e l l e n c e , a n d D e v o t io n
The work devotion schema is a cultural mandate that defines work as a call-
ing deserving of undivided allegiance.13 STEM faculty generally believe
that their life’s work is their commitment to the mission of pursuing and
sharing STEM knowledge.14 Work-devoted scientists personally identify
with their quest for new knowledge and generally accept as valid the
expectation of long working hours. Emotionally, work devotion entails
a sense of inspiration from their work, sometimes referred to as a “love”
or even an “addiction.”15
Ruben and Kristen, two of the faculty members in our study, will help
us illustrate the work devotion schema.16 Ruben is an early-to-midcareer
professor of color in an engineering department. Kristen is a white
woman who is a full professor in a biology department. Despite their
differences in demographics, discipline, and career stage, their beliefs
about the meanings and values of academic science are tightly aligned.
Kristen talks about her work as “just really exciting” and as her “mis-
sion.” She says that her vocation includes discovery of the ways in which
3
chapter One
I’m passionate about everything. Everything I do, I have to do it to the limit. . . . With
research, you become a dreamer. . . . You are even doing something meaningful.
Both Ruben and Kristen take the single-mindedness and long hours
of their vocation for granted. Ruben matter-of-factly explains that for
him, the typical weekday and the typical weekend day look the same.
Ruben: During the week or during the weekend, it is the same thing. I’m here [on cam-
pus] every single day. I’m a night person, so it’s pretty [hard] to get up early, but I
normally get up at 7:00. And I don’t have family. I only have two cats, so they don’t
need too much attention, so I’m here from 9:00 a.m. to 9:00 p.m.
Interviewer: Okay. Then you go home and sleep?
Ruben: No, then I go home and work on [writing scientific] papers [until] 1:00 to 2:00
in the morning.
Similarly, when we asked Kristen whether she took work home with her
on nights and weekends, she responded:
Oh yeah. Always. . . . You can’t stop the tide of stuff. . . . I guess I’m kind of, on some
level, I just appreciate that it’s how it’s always going to be.
4
M isp e r c e i v i n g M e r i t, E x c e l l e n c e , a n d D e v o t io n
Inequalities in STEM
5
chapter One
6
M isp e r c e i v i n g M e r i t, E x c e l l e n c e , a n d D e v o t io n
Table 1.1 delineates the main contours of the two schemas. Our study
shows that the work devotion schema and the schema of scientific ex-
cellence are hegemonic in academic STEM culture. Beliefs that are hege-
monic have social, cultural, and political dominance in a given context.
The term hegemonic refers to social understandings and arrangements
that are seen as normal, normative, and widely accepted by almost every
one yet benefit a small group at the expense of most others.31 Across all
demographic groups and STEM disciplines, faculty in our study express
consensus about what qualities mark excellence in their field and what
qualities detract from it. Faculty largely believe that the schemas of work
devotion and scientific excellence underpin a fair, meritocratic system of
recognition and advancement. They live by these schemas in their own
careers, and they use them as the basis for their evaluations of colleagues.
Yet as we show, these hegemonic schemas mostly benefit those who al
ready hold the greatest power and privilege in STEM.
It can be challenging to elicit information from study participants
about hegemonic ideas as taken for granted as the meritocracy of aca-
demic STEM, similar to the proverbial challenge of getting fish to talk
about the water in which they swim.32 One way we try to get leverage on
these beliefs is by asking faculty to help us make sense of results from a
Table 1.1 Delineating the Work Devotion Schema and the Schema of Scientific Excellence in
Cultural Definitions of Merit in STEM
Characteristics Meritorious STEM faculty accept the Meritorious STEM faculty are expected
centrality of STEM work in one’s life; to have individualistic creative
moral and emotional identification brilliance, and to be assertive and
with one’s institution; a sense of self-promoting leaders. Some scientists
transcendent inspiration to do also get credit for relational skills.
STEM work. Meritorious faculty conduct research
See chapters 2, 3 that is “depoliticized,” i.e., untainted by
political concerns about social equality.
See chapters 2, 4
7
chapter One
Interviewer: A research study . . . that was published in Science found that African
Americans are less likely to be rewarded NIH research awards.
Ruben: That’s not right. I have an [NIH] collaborator that’s African American, and he
has two other ones [African American collaborators]. . . . I don’t think that’s right.
I don’t think that the grants are awarded based on colors, ethnicities, or original lan-
guages. It’s just how—it’s just in the science. (emphasis added)
8
M isp e r c e i v i n g M e r i t, E x c e l l e n c e , a n d D e v o t io n
I have a list in front of my refrigerator of things to do, things to write, but it keeps
growing. It never, you know, I never get to do those things. . . . It gets busier every
month. . . . The lab keeps growing, then I become the bottleneck . . . of the projects,
because now postdocs [and grad students] come and ask me, What do I do next? . . .
But now everybody has different projects, and then they come to me and [are] like, I
don’t know, what do you think? I don’t know, I don’t remember. . . . It becomes more
stressful because I’m now the bottleneck.
Kristen loves her job but also finds the many demands on her time and
attention to be very stressful. Initially, she describes her dilemma with
gallows humor.
The way I joke about it is: Every day, I’m just trying to decide who I will disappoint the
least. Because there’s always so many things I’ve neglected.
Yet later in our conversation, far from laughing, she elaborates on the
pressure to do her work, apply for grants, and maintain a strong disci-
plinary reputation in a competitive funding environment where one
9
chapter One
cannot afford to make enemies. She chokes up as she describes her guilt
and anguish—feelings that betray the moral and emotional demands of
the work devotion schema.
I feel like I’m always failing at some level. You know, there’s always more failures than
successes . . . Things I could be doing, and I’m not.
People do take you less seriously because you’re a woman with a family. I think there’s
a little stigma attached to that in the [discipline].
Our survey results show that faculty who are mothers have similar lev-
els of work devotion and spend just as much time on research as do child-
less women and men with or without children.38 Our productivity indices
reveal that mothers have similar publication rates, citation counts, and
grant dollars as their colleagues in the same departments and advance-
ment levels. To sustain this output, faculty who are mothers have, like
Kristen, found “additional layers of help” with childcare and household
responsibilities, such as her day care center, babysitter, and housekeeper.
We find that the lens of work devotion distorts recognition of the ac-
tual scholarly productivity of mothers. Our quantitative analyses show
that after taking into account scholarly productivity, department, and
career stage, mothers experience a pay penalty of almost four thousand
dollars a year compared with colleagues who are men or women without
children.39 This is striking, given the university’s goals of transparency and
objectivity in promoting and rewarding faculty. No wonder that many
women in our study try to “cover” or deemphasize their motherhood
status by planning births during the quieter summer term, avoiding or
minimizing the use of family leaves from work, and keeping silent about
parental obligations during day-to-day interactions with colleagues.
Motherhood is culturally loaded: It is seen as a uniquely moral, emo-
tional, and time-intensive obligation that violates work devotion. In con-
10
M isp e r c e i v i n g M e r i t, E x c e l l e n c e , a n d D e v o t io n
trast, some other commitments that interfere with research time, such as
consulting for science and technology companies, are not penalized by
colleagues in terms of stigma or pay.
The stigma of motherhood not only hurts mothers but also is damaging
to STEM departments. We find that faculty—parents and nonparents—
who work in departments where they feel there is a stigma against in-
volved parents have lower job satisfaction levels and are more likely to be
thinking about leaving their department, compared with faculty in more
family-friendly departments.40
11
chapter One
12
M isp e r c e i v i n g M e r i t, E x c e l l e n c e , a n d D e v o t io n
Table 1.2 How the Schemas of Work Devotion and Scientific Excellence Reproduce Inequality
How the Schema Faculty with caregiving responsibilities Broader social biases about which
Reproduces (esp. mothers) are seen as demographic groups are most likely
Inequality insufficiently devoted to STEM to be brilliant, assertive, relational,
work and thus less dedicated and and political mean that white
successful, despite metrics showing heterosexual men are more likely
they actually have similar publication seen to embody this schema than
rates, impact, grant dollars, devotion, women, sexual minorities, and/or
and time spent on research as faculty of color. Men, but not women,
non-mothers. get credit for relational skills. Black
and Latinx women face backlash for
The schema frames scientists who assertive characteristics. Asian women
appear to be spending all their time experience marginalization for not
on science as the most meritorious being assertive enough.
and deserving of rewards.
See chapters 3, 6 Assertive, individualistic “cowboys”
are seen as producing the best
science; men majority-race, early
career scientists may actually receive
more informal mentoring than other
junior scientists despite the myth of
their independence.
Scientists believed to be politically
engaged are viewed as producing
distorted science.
See chapters 4, 5, 6
13
chapter One
Further, we find that most faculty feel they fail to fully live up to ex-
pectations of brilliance and assertive leadership, and this sense creates
anguish for some. What’s more, the mandate to be brilliant but competi-
tive and self-promoting is out of touch with the deeply collaborative work
across scientists, disciplines, and generations required to make significant
advances in many fields. The schema of scientific excellence rewards sci-
entists who promote their own careers at the expense of collaboration and
mentorship, which does not serve the increasingly complex and interdis
ciplinary world of scientific discovery.
Kristen criticizes the senior men she regards as “cowboys” in her de-
partment for failing to mentor younger professors, particularly those
who are white women or women and men of color. This lack of collabo-
ration can be seen in Ruben’s department, where he has little interac-
tion with the “luminaries” and “rock stars” there. He says, “We see each
other in the hall, say hi and bye, that’s it.” He describes the interactional
climate in his department as “difficult” and “very competitive.” He ex-
plains that the incentive system discourages interaction and collabora-
tion with departmental colleagues.
Ruben: It’s unfortunate because . . . I have more collaborations with people in other
departments than with people in my department, even though there are people
who do similar work to what I do in the department.
Interviewer: Why do you think that is?
Ruben: I guess it’s, again, it’s the fear of overlap. If we create collaborations, then how
are we going to split the contribution? Who is—what is the fraction of contribution
of each of one faculty and from the other? . . . The competition with each other is
even funny, because we also need grants to do the same studies. . . . So if there are
three people that need the grants for the same study section, we are basically com-
peting against each other for funding. And if we do similar work, it’s even worse.
Yet Ruben believes that the scientific reward system is fair. He insists that
competitiveness in his department is not tied to scientists’ race or gender.
Rather, he says, it is based purely on the value of the science. He explains:
It is very hostile the way that everybody treats each other in their assessments of their
science and assessments of their work, but it doesn’t have a body attachment to it. It’s
just that’s the way that is.
The environment may be hostile, he notes, but it’s hostile for everyone
equally.
14
M isp e r c e i v i n g M e r i t, E x c e l l e n c e , a n d D e v o t io n
Table 1.3 How the Schemas of Work Devotion and Scientific Excellence Are Bad for STEM Profes-
sionals and Scientific Innovation
How the Schema The innovation required for Devaluing faculty and ideas that
Harms All STEM scientific responses to major are deemed politicized places
Professionals challenges requires reflection, limits on the contributions of
rest, and commitment to the these scientists and unnecessarily
next generation. Yet work constrains faculty’s commitments
devotion demands grueling hours to other worthy goals (e.g.,
and sacrifices of personal time that mentorship, public engagement).
leave room for little else in Most faculty feel they fail to live up
one’s life. to expectations of brilliance and
assertive leadership.
15
chapter One
The Study
16
M isp e r c e i v i n g M e r i t, E x c e l l e n c e , a n d D e v o t io n
Summary of Chapters
The ensuing chapters illustrate the two schemas in detail, describe their
resonance among STEM faculty, and explain their consequences for sci-
entists and science itself. Chapter 2 presents the historical, cultural, and
social roots of these definitions of merit, drawing on previous scholar-
ship. It also develops our theoretical argument about the broader role of
professional cultures in the reproduction of inequality.
The chapters that follow present interview and survey data to vividly
portray how these schemas shape the lives of academic scientists today.
Chapter 3 analyzes professors’ tight adherence to the work devotion
schema. It also explains the coercive side of this schema, including its
negative consequences for many faculty, particularly for mothers. Chap-
ter 4 presents the four strands of the schema of scientific excellence: cre-
ative brilliance, assertive leadership, relational skills, and the devaluation
of concerns about diversity. Not everyone benefits equally from measur-
ing up to this schema; we show that there are divergent consequences
along the intersecting lines of gender, race/ethnicity, and LGBTQ status.
17
chapter One
Conclusion
18
Two
The Paradox
19
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