As one becomes more senior, it seems inevitable that a
greater percentage of one’s time is spent in meetings. As a fledgling assistant
professor, during a given week perhaps only 10% of my time was spent in meetings.
As I built up my research program, there were more weekly meetings, mostly with
students but also with collaborators. It was only once I became an Associate
Professor with tenure that administrative meetings began to have a significant
impact on my daily routine. These meetings were mostly in service of the
inevitable set of Departmental and University committees that needed
representation.
Beginning in 2005, when I became Acting Chair for Computing
Science, I reached a critical tipping point: administrative meetings
out-numbered research meetings. Over time, this trend has only accelerated such
that most of my working day is spent in meetings, with only a small percentage
of time available to meet with students or discuss research. I don't bemoan
this change; after all, it was my choice to assume administrative
responsibilities.
In the past two weeks, I have had two meetings that stand
out in my mind. The details of these meetings have been obfuscated to protect
the innocent, as well as being slightly embellished (to make a point).
Meeting A
A colleague and I met with a graduate student to discuss
progress related to their thesis. The student had a satisfactory work plan that
would take her through the remaining tasks towards a successful graduation. But
as she talked, it dawned on me that the work could be couched in a more general
way. I interjected with my idea, and for the next hour or so we went off on a
brainstorming tangent. Suggestions and ideas flowed easily, and the level of
excitement kept rising. Eventually, we had to stop, but only because of other
commitments. We resumed the next day and made more progress, but the level of
passion had been partially diminished by the interruption.
The result of the meetings was an important contribution to
the student’s thesis, and one that will allow us to make broader claims about
the impact of her research. The real value to me was the joy of being creative.
The first meeting was exciting – even inspirational. I have had many exhilarating
research meetings in my life, some of which are forever imprinted on my mind.
They are very special memories. Letting one’s imagination run wild is one of
the joys of life.
Meeting B
I sat around the table with four colleagues, discussing
strategies for dealing with an important administrative problem. There were few
options available to us, so each was assessed for its short- and long-term
impact. By the end of the meeting, there was consensus on the right strategy to
adopt. It was a workman-like meeting, focused on the matter at hand with no
deviations from the agenda. In summary, it was a satisfying meeting that achieved
all of its objectives.
For a professor, job satisfaction comes when one has at
least 10% of their time for “inspiration” to offset the 90% for “perspiration”.
Although we all love the time we spend being creative, you can’t eliminate or
play down the importance of perspiration. After all, it can take a lot of work
(perspiration) to realize one good idea (inspiration). The chance to come up
with a new idea -- imaginative, innovative, inspired -- is seductive.
Research meetings can take me to an intellectual high that
is greater than anything I have ever experienced in an administrative meeting.
Administrative matters can lead to creative solutions, but in my experience
they are the exception rather than the rule. I go into every research meeting
hoping to be excited, but I go into every administrative meeting praying to be
satisfied.
The implication for me is obvious: I need more meetings that
generate ideas -- brainstorming -- and less that deal with mundane matters.
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