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Two articles caught my attention today—one on the issue of bullying in higher ed, and the other on the science of happiness.
At first glance, they seem unrelated. But through the lens of coaching, they are linked: the behavior detailed in the former can be addressed by coaching practice that is validated in the latter.
The Culture of Critique
The Chronicle of Higher Education’s piece on bullying notes it’s unlikely a "bad apple" problem but may be baked into "the very culture of higher education.” We work in an industry where criticism and debate are not only expected but required and rewarded.
Understandably, the fear in how to address this problem is that "efforts to police bullying will hamper scholars’ ability to criticize and debate," infringing on academic freedom.
These are valid fears. In an environment built, at least in part, on the "give-and-take of intellectual debate," lines can blur. How do we reduce what we definitely want to reduce (the bullying) but maintain the core practices of rigorous intellectual work? The solution needn’t be policing anyone through laws or regulations.
The Happiness Connection
The antidote might be found in a core coaching practice that has been endorsed in an unlikely place: the science of happiness.
According to research presented in the New York Times, the secret to satisfaction isn't control or prestige; it is the experience of being genuinely listened to. The researchers note that while many of us think we are good listeners, we are mostly just "waiting for our turn to speak".
The Academic Reflex
This is where the tension lies. We all endorse listening. But we have practiced—for years—the art of finding the flaw. We are trained to find that one loose thread in an argument that makes the whole thing tumble.
The challenge is that when we apply that "dismantling" mindset to people, we create defensiveness rather than rigor.
The Coaching Alternative
A commitment to a culture of coaching allows us to preserve the rigor of the debate while changing the nature of the interaction. Here is how we can coach instead of police:
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Shift the Intent: Bullying often happens when the professional becomes or feels personal. A coaching mindset listens to understand the idea and very intentionally engages only the idea.
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The "Tell Me More" Rule: When we hear an idea we disagree with, our reflex may be to interrupt or at least start developing a response. A coaching reflex asks, "Tell me more". This simple phrase shifts the dynamic from combat to inquiry.
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Listening to Learn: Instead of "listening to respond" (waiting for your turn), try "listening to learn". This honors the colleague’s contribution, even if you ultimately disagree with their conclusion.
The Invitation
We don't need to choose between academic freedom and psychological safety. By bypassing a culture of "policing" and adopting a culture of "coaching," we can create an environment where rigorous debate flourishes—and where faculty feel heard rather than hunted.
Begin to develop a culture of coaching at your school by reaching out to LifeBound for an initial conversation about first steps.
LifeBound offers flexible and affordable coaching training for academic coaches and educational leaders, including:
To learn more or explore which option is right for you, visit www.lifebound.com.
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