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For most of my career as a professor, I taught a formal logic class every semester. I would tell my students that every formal system begins with the words “let’s pretend.” The trick is always to remember at the end what we pretended at the beginning so that we weren’t fooled into imagining that our systems were ontologically real.
We see the pretense at the beginning of our study of logic as we learn to force English sentences into a symbolic language with binary truth values. But later on, amnesia takes over and we treat our conclusions as fixed by nature alone. Advanced studies in logic begin when we give ourselves the freedom to adjust our initial assumptions. It’s only then that we can understand the structural relationship between our starting point and our conclusions.
I tell you this, in order to introduce an idea that is both simple and radical: our current academic structures also begin with a series of “let’s pretend” statements that shape our results. If we want real change, we are going to have to revisit these starting points and see what happens if we start elsewhere.
Here are a few examples of foundational academic pretense. Learning equals seat time. Everyone learns at the same rate. Faculty teaching contributions are best measured by courses taught per semester. Disciplines and departments are basic, unquestionable objects. A student must have a major. Tenure standards are uniform and unchangeable no matter what it is that faculty are actually being asked to do. And so forth. So many of our current problems have their origins in such assumptions. And yet rather than revise our assumptions, we prefer to tinker with their structural consequences.
In practice, leaving our assumptions untouched means competition on campus for departmental lines and majors—whether that best serves student learning or not. It means facing budget constraints by asking who will get on a limited number of lifeboats rather than thinking about how reframing the way the lifeboats are built to create more expansive possibilities.
As a leader, you create a climate of “what if” on campus that encourages deep innovation. Gather a group of imaginative faculty members. Get them started on a list of foundational assumptions and constraints operative on your campus and in higher education as a whole. Encourage them to imagine relaxing those assumptions and seeing what might follow. If you are doing it right, this project will feel liberating, exciting, and a touch disorienting. On its other side, you may be able to see radically new solutions to what seem like intractable problems.
Here’s a practical example. Perhaps a philosophy faculty member could make a stronger contribution to student learning by developing and teaching philosophical units (e.g., on practical ethics or current theoretical debates) in a variety of pre-professional units instead of trying to shore up a failing philosophy major or offering under-enrolled courses. Her load would be measured by something other than individual courses taught.
Here’s another. Perhaps an emphasis on cognitive skills could replace some traditional majors. Instead of a disciplinary or inter-disciplinary major, a student might specialize in analysis, taking courses in fields as diverse as mathematics, literature, and psychology, etc. Her focus would be on understanding and integrating the ways that information is turned into conclusions in various contexts.
Let’s encourage the current chaos and disruption spur innovation of this kind. We have a once in a generation moment when necessity and change have called even our oldest saws into question. Let’s not waste it by meddling downstream and leaving the foundational concepts and axioms intact. Let’s go right to the original source and see where we can make a foundational difference. One that strengthens learning and preserves the importance and relevance of a wide-ranging liberal arts education.
Questions for reflection: What foundational assumptions are creating current constraints? Who on my campus would be energized by a conversation that challenges these assumptions? How can we draw on our mission to rethink our starting points? Where can we start with a sense of abundance rather than deficit?
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