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• W78398125 abstract "ONE OF THE most disturbing ironies in higher education today lies in fact academia, which should both teach and model clear, effective use of language, is one of worst offenders in its pervasive use of doublespeak. Lucid writing in academy is an amenity but responsibility. irresponsible use of language is both symptom and cause of deeper problems in American higher education. In his provocative essay The Loss of University, Wendell Berry, Southern poet, novelist, and essayist, argues the imperative to speak plainly in common tongue lies very root o idea of profession and professorship. 'To profess,' after all, is 'to confess before,' Berry continues. But to confess before one's neighbors and clients in language few of them understand is to confess at all. Thus, he concludes, such professional language is not merely contradiction i terms; it is cheat and hiding place; it may, indeed, be an ambush.(1) Former U.S. Poet Laureate Mark Strand, who teaches at University of Utah, has expressed his dismay there is place for linguistic dishonesty in institutions that should be given over to pursuit of truth. He says he throws many memos after reading first sentence because it discourages him so many administrators write in tiresome, confusing prose. It's like pollution, Strand says. Like bad air. Recently I asked colleagues at about fifty colleges and universities across country to share examples of educanto, pedagese, or deanstalk in vogue on their campuses. response was overwhelming and disheartening. Faced with severe budget deficits, administrators rely heavily on doublespeak to make things appear better -- or worse -- as occasion demands. Some institutions, forced to slash budgets, course offerings, and lay off employees, call process selective excellence! Budget cuts are variously labeled bas adjustments, forward funding, internal reallocations, downsized human allocations, involuntary permanent downsizing, downsizing quid pr quo, unloading, growth, downscoping causative factors interdict cost avoidance, curtailment of new initiatives, undergoing period of exigible adjustment. One institution, after analyzing which budget cuts would most impactful effect, serviced target areas through meaningful exchanges and concertized institutional self-help. Other schools reported selective enhancement (some units get more money), supplemental to appropriation (a cut in state appropriations, is, a take-back), productivity increases through more efficient management o existing resources (sustain budget cut without reducing service and instruction), administrative service charge (a cut-off-the-top of all revenues). Faculty and staff, of course, are never fired or even laid off; rather, they ar seasonally adjusted, decruited or dehired, selected out or optioned out, excessed, nonrenewed, repositioned or realigned or restructured, subjected to negative personpower adjustment, constructively terminated or involuntarily terminated. Or the faculty line was retrenched because of redundancy in human area, or administration, because of personnel cost inflation, took appropriate cost reduction actions by release of resources to reduce human duplication through strategic reallocation exercise. One institution rendered department less labor intensive (that is, fired several instructors and reduced number of required writing assignments). Preventive retention at one midwestern university, and quality recovery at another, means paying higher salaries for attracting superstars. Salary compression means new hires make substantially more than faculty who have been at institution for some time. …" @default.
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• W78398125 date "1994-09-22" @default.
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• W78398125 title "Higher Educanto: Doublespeak in Academe" @default.
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