On July 29, 28 professors of the University of Maine System, meeting with system senior administrators, rekindled the flames of constructive faculty participation in campus and system level governance. Shared governance as an issue caught fire.

The ideas and opinions expressed here are my own; they do not represent those of a university community, faculty group, or the UMS. The intent is to briefly examine three misconceptions of shared governance, the dual role of a chief executive officer in shared governance, and three dimensions of shared governance. I view this exploration as an initial step of a long journey.

Misconceptions

First, the notion that shared governance is a form of “co-decision making” misses the mark. In higher education as in other domains of public life, most final decisions of significant reach belong exclusively to the chief executive officer. There is only room for one chair at the desk where the “buck stops.” The doctrine of mutualism at this level is without resonance.

Second, the belief that shared governance opens the door to a “professoriate takeover” also misses the mark. Both faculty and senior administrators with varying degrees of passion have been known to hold a “Trojan horse” view of shared governance. On both sides, the concept feeds and replicates itself over time on the mistrust generated by perceived or actual incompetence.

Third, the assumption that shared governance is “keeping the college community informed” misses the mark. Posing as advocates of shared governance, senior administrators are most likely to become entangled in this practice.

Chief Executive Officer’s Role

First, as allocator, the senior administrator distributes tasks across the university community linked to specific and relevant purposes. Second, as delegator, the senior administrator entrusts selected members of the university community with the authority to perform assigned tasks. Fulfilling these role expectations the chief executive officer energizes and validates a shared governance initiative.

The term “shared” in shared governance describes the action taken by the chief executive officer – allocating tasks and delegating authority. That is to say, the senior administrator “shares” and the faculty, professional and classified staff, and student body “partakes” or accepts the allocated tasks and delegated powers. In this way, the university community becomes a participant in the governance process.

However, it must be added, what the chief executive officer gives, he or she can take back. In general, the burden of a shared governance initiative rests on the shoulders of the chief executive officer.

Elementary Dimensions

Three noteworthy elementary dimensions are: consultative, collaborative, and accountable.

First, when the senior administrator seeks the opinion of or confers with members of the university community, shared governance becomes a noticeable initiative. Mutualism in this context has resonance. Both the senior administrator and the members of the university community function as consultors, evidencing a mutual dependence as a condition of institutional growth. The key activity is exchanging expert and professional advice.

Second, collaboration is another distinguishing indicator; however, the senior administrator as allocator and delegator adjusts the magnitude of this dimension. Even so, the chief executive officer and university community collaborates when they work together in exercising authority over the performance of various functions of the institution. The key activity is working jointly together.

Third, when members of the university community understand they are accountable for their performance, the life of a shared governance initiative reaches maturity. Published directives, standards, and policies provide a framework for this understanding. In other words, the community’s stewardship of allocated tasks and delegated power stands in the light of day for inspection. The key activity is furnishing justifying explanations for one’s actions. Moreover, what is true for the university community is true for the chief executive officer.

Shared governance has the potential to enhance the effectiveness of senior administrators, raise the morale of the university community, and increase productivity across the campus.

Jack E. Six, Ph.D., a resident of Brunswick, is a professor of social science at the University of Maine at Augusta.