srhe

The Society for Research into Higher Education

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Working-Class and working in higher education: possibilities and pedagogies

by Carli Rowell

This blog reports on presentations and discussion at an SRHE event on 1 February 2023.

Doctoral study, despite its expansion, continues to operate as a classed pathway, a problem exacerbated by the surplus of doctoral graduates and an increasingly congested precarious global academic labour market. Although a prerequisite for academic careers, the doctorate no longer operates as a passport into the ivory tower. It is now accepted that the ‘leaky pipeline’ of academia, whereby ‘non-traditional’ (eg working-class, BAME) participants remain absent from professorial and higher managerial positions within UKHE is adversely affecting the diversity of scholarship and leadership.

SRHE brought together those who identify as coming from a working-class background and who are currently working in higher-education or aspiring to do so, as well as those with an interest in supporting working-class persons through the pipeline to and through academia. The event served as supportive space where delegates discussed the lived experience of being a working-class academic (aspiring to otherwise), the implications of a working-class background on pedagogy alongside contemporary barriers to transitions to and through academia and so called ‘strategies for successes’.

In the opening session I shared some findings from my earlier SRHE Newer Researcher Award project “No words, just two letters ‘Dr’”: Working-class early career researcher’s reflections on the transition to and through a social-sciences PhD and into academia”. The project explored the lived experiences of 13 working-class early career researchers (ECRs) in moving through doctoral study into (and out of) the academic workforce. It sought to make visible the successes, hurdles, and ambivalences of this precarious and often invisible group of academics. The talk addressed some key emerging findings shaping working-class doctoral researcher experiences of getting in and getting on in UK academia. The important of working-class ‘others’ in navigating academics funding and the PhD application process and the implications for this upon the diversity of scholarship was a key theme, as were the geographical demands of the labour market which stood in conflict with the desires of many of the working-class participants who wished to remain living close to family and friends. This opened up discussion about the demands of academia for would be working-class academics.

Dr Iona Burnell Reilly (East London), following the publication of her edited book: The Lives of Working Class Academics: Getting Ideas Above your Station, reflected on the often uncomfortable experience of positioning oneself as being working-class in academia and pointed to the need to reflect on the working-class experience of higher education intersectionally, in conversation with other aspects of identity. Dr Burnell Reilly asked “Why do we feel the need to talk about working-class academic experiences?”, arguing that the legacy of elitism persists in relation to higher education. Class is not a protected characteristic and the history of the working class in HE suggests that classism has been the hardest bias to reverse (Crew, 2020). Then: “How have they [the w/c] become who they are in an industry steeped in elitism?” and “Do they [the w/c] continue to identify as working class or has their social positioning and/or identities shifted?”. Dr Burnell Reilly pulled out key themes central to the narratives included in her book, those of dual identities, imposters, the transformative power of education and the enduring stigma associated with certain classed accents. For her it was and is important that she continues to be herself in academia despite the pressure to assimilate, arguing this has brought her closer to her ‘working-classness’. Nevertheless, the questioning of one’s place (am I right to be here?); feelings of imposterism and the splitting of identities, (being one person at work and a different person at home) shape Dr Burnell Reilly’s experience of being a working-class academic.

In operationalising ‘working-class’ and how she came to choose authors to contribute, she felt it was important to allow authors to self-identify as being working class – things she would not say: “I’m not the class police”; “prove that you are working-class before you write a chapter”. Social class is something that is often difficult to identify with, a slippery concept that is difficult to define. For Dr Burnell it was not for her to define since, for her, social class comes from a person’s lived reality. Defining working-class “is not a problem to be fixed” – there are many different ways to be working-class.

Dr Burnell’s presentation was followed by lightning talks by Dr Teresa Crew (Bangor), Dr Steve Wong (East London) and Khalil Akbar (East London) (all contributors to The Lives of Working Class Academics: Getting Ideas Above your Station). Dr Crew said how in preparing for the talk, and when writing her chapter, she constantly reflected on the question of sharing, and how much she wanted to reveal about herself in her writing, noting that as academics we rarely write about ourselves. There were challenges and complexity in writing about being a working-class academic: “How do you write about the experience without coming across as being full of yourself?”, an interesting point given that not feeling full of oneself is a deeply classed feeling. Her experience of academia was littered with microaggressions; for Crew, “The social sciences are a wonderful discipline, but not always as welcoming as one might think”. Reflecting on her initial motivations to pursue higher education Crew spoke of wanting to be able to read the “posh newspapers”.  She finished with the observation that working-class aspiring academics often “only get one shot to get into academia and we need to make the most of that shot”.

Dr Steve Wong talked about his lived experiences of social class classifications across time and space, considering how working-class can mean different things in different contexts. Drawing on his background of being born and growing up in Malaysia, he reflected on how his own classed self-identity shifted as he moved to the USA for his university education. Considering the intersections of race, ethnicity, and class, the importance of accent as a class/ethnic/nationality marker once again came to the forefront of discussions. There are problems in identifying classes and the role of class affiliations. For Dr Wong, the problem of class is also the problem of belonging and the problem of being accepted or othered by other members of academic institutions.

Continuing the considerations on the importance of considering the working-class experience of academia intersectionally, Khalil Akbar discussed his sometimes uncomfortable experience of academia, especially when considering issues of Islamophobia, race, and the power of language. In writing his chapter Akbar said that, at first, such reflections did not feature as part of his chapter, but he felt that the omission was concealing important aspects of his lived experience. Akbar noted the sacrifices that his family had made in order for him to attend university. He had been motivated to attend university at first by his desire for escapism, prompting the difficult experience of feeling as if he was betraying aspects of his religious and cultural identity. For Akbar, working-class academics have the potential to foster a sense of belonging for non-traditional students. Reflecting on the whiteness of the establishment, Akbar shared his experience of wanting to leave university: having no one like him to talk to made for an isolating experience. With no one to turn to for guidance Akbar subsequently withdrew from university, returning to HE later in life. He emphasised the importance, to use his words, of reflecting upon “the academic I am becoming, not the academic I am” noting that becoming academic and feeling academic was an ongoing process.

Talks were followed by a safe, supportive and collegial discussion space whereby key themes were discussed and where delegates shared reflections on the themes of the day. The event provided space for delegates to feel empowered to think about how their working-class background had influenced and continues to influence their experiences of studying and working in HE. The importance of ensuring a clear pipeline to and through academia for working-class persons (and other non-traditional participants) was discussed, with calls for the role of the PhD funding application process to undergo greater scrutiny and more inclusivity.

It is hoped that this event will serve as one of many more SRHE events that seek to bring together academics from working-class backgrounds.

SRHE member Carli Rowell is a Lecturer in Sociology at the University of Sussex. She is currently an executive member of Gender and Education Association and convenes the British Sociological Associations Social Class Study Group.  Email c.r.rowell@sussex.ac.uk or Twitter @Carli Rowell.


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Mobilities and the ‘international academic’ in higher education

by Vera Spangler, Lene Møller Madsen, and Hanne Kirstine Adriansen

December marks the month of the International SRHE Research Conference. It was an interesting week full of presentations and discussions around the theme of Mobilities in Higher Education. In the opening plenary talk, Emily Henderson invited us to reflect critically on the different ways in which mobilities of academics and students in higher education are discursively constructed. She debated how discursive constructions of mobility may influence who can access academia/higher education, who can gain recognition, and who can establish a feeling of belonging. Emily’s presentation set an interesting and highly relevant ground for the week to come, opening space for critical thought about  academic mobility and experiences of mobility, subjectivities, and power. Our presentation about who is considered ‘the international academic’ addressed similar ideas and observations, which we would like to share in this blog post in order to open the conversation with a larger audience.

Never has the higher education sector been so mobile, particularly as internationalisation occupies a central position on the global agenda of policymakers. Over the past decade we can observe a significant increase in academic mobility. This is partly due to the fact that the academic profession is becoming exceedingly internationalised and globalised, often involving some sort of travel on the part of the academic throughout their career. In the academic sector, having international staff is often seen as integral to the institution’s reputation and recognition. Likewise, international mobility is perceived as inherently beneficial for the individual and as a valuable asset for academic research careers. Professional stays abroad can function as a mark of distinction or valuable international capital.

Mobility and, notably, internationalisation are often used with many positive connotations, presented as neutral and unconditionally good. Internationalisation is often deemed instrumental in enhancing the quality of research and education. Universities put increasing effort into attracting international academics, seeking their contribution in establishing an international research and teaching environment to promote the status of the faculty and their position internationally. Particularly for universities outside Anglo-America, international scholars constitute an important element in creating a so-called ‘international university’. However we often see a uniform, unidirectional, and unproblematic description of how to attract and retain international academics in higher education strategies and mainstream policy documents. There is a dominant prominence in university strategies of attracting ‘global talent’ and ‘the best and the brightest’, promoting a specific idea of the ‘international academic’. Yet questions remain about how academics of different national and social backgrounds understand the role of being an ‘international academic’ and how their understandings are consonant with those sought, promoted and shaped by higher education institutions.

Our paper for the SRHE conference tried to unpack ‘the international’ in international academic mobility based on interviews with international academics (varying in age, nationality, and academic position) living and working in Denmark. The data stem from the larger research project Geographies of Internationalisation, which explores how internationalisation affects the perception of quality, relevance and learning in higher education and how these perceptions travel with mobile academics. Our conference presentation examined what it means to be an international academic, who the ‘international’ is, and how the academics’ ‘international-ness’ is being used and/or neglected by institutions.

During the interviews, interesting conversations emerged as to when one is considered international – do you have to be recruited as ‘an international’ or can you just be a ‘love migrant’ who then gets employment at a university? Others pondered how long one could live in Denmark and still be considered ‘an international’. Our analysis shows that ‘the international’ is not a neutral concept, but often ‘international-ness’ is associated with those from the centre (the Anglo-American academy), while academics from the (semi-)periphery are viewed as less international, perhaps just ‘foreign’ as one interviewee stated. Language is an important factor in this context. As we have shown elsewhere, English is often conflated with the international, for instance internationalisation may simply mean English Medium Instruction. This may explain why academics from the Anglo-American academy can appear to possess more of that universal character that is international. In this way, we point to the uneven geographies of internationalisation, and how universities in the (semi-)periphery can end up mimicking the Anglo-American academy in their attempt to internationalise.

While internationalisation can bring many social, material and professional benefits concerning, for instance, intercultural competencies and employability, there is a diversity in geographical patterns, constraints, demands, privileges and motivations that are to a large extent silenced in prominent policy documents and discourses. Hidden behind its neutralising and universalising discourse, internationalisation is a multi-dimensional, highly uneven process; a plural landscape of possibilities for some, and disadvantages for others. For some years now, critical scholarship on internationalisation has been growing. There is increasing concern that internationalisation practices and mainstream policies reproduce global inequalities and already uneven relations and geographies. There are a number of different ways to avoid this. Along with other scholars of critical internationalisation studies, we encourage efforts to rethink and critically explore consequences, practices and discourses of internationalisation both in scholarship and in academic conversations to open up questions for a renewed focus and to find ways forward.

Vera Spangler is a PhD student at the University of Surrey in Guildford, England. Her research project is a comparative study between England, Denmark and Germany with focus on knowledge legitimacy and the role of student mobility in the re/production of global hierarchies.

Lene Møller Madsen is an Associate Professor at the Department of Science Education, University of Copenhagen. She is part of the research project Geographies of Internationalisation, responsible for the WP on academic mobility. She holds a PhD in human geography, and have worked with pedagogical training of staff for many years including international academics.  

Hanne Kirstine Adriansen is Associate Professor and academic international coordinator at the Danish School of Education, Aarhus University, Denmark. Originally trained as a human geographer, her research concerns mobility, space, and education. Since 2019 PI of the research project Geographies of Internationalisation with 14 affiliated international scholars and master students.


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Can coaching bring back the joy to academic work?

By George Callaghan

Pause for a moment and jot down how many tasks and projects are currently at the front of your mind? You might already be thinking, “hold on, am I asked to pause, to stop thinking, stop doing, even for a moment? Does he not know how much I’ve got to do!” I would encourage you to give it a go.

Here are mine: write this blog, check work emails, check personal emails, re-read my Career Development Staff Appraisal Form for meeting later today, check train is going to be on time for said meeting, check if Waverley station has moved bike storage area since lock-down, check today’s to-do list I made yesterday, send the two qualitative interviews which have been transcribed to the printers…” OK, I will stop there – quite a long list which only took about 30 seconds to come up with. It also does not include other University work or general life stuff such as parenting, being in a relationship, owning pets, shopping and so on. The distinction between the private and professional life of academics is becoming increasingly blurred – and the pressure of work is becoming increasingly intense.

Then think back to when you embarked on your academic career, most likely full of excitement and joy at being able to pursue your intellectual passion for a subject, enthuse students, write papers, and successfully present at conferences.

What happened between the early excitement and present overload? How did our academic lives become so busy we barely have time for a coffee break, never mind time to think clearly and analytically? And crucially, what might we do about it?

While the answers to the changing nature of demands will be multi-factorial and include the marketisation of higher education and the pressure of research and teaching metrics, I argue in this blog that coaching offers a route-map to creating a more balanced and enjoyable professional life. It is an invitation to self-reflect, to recognise strengths, to develop insights, and to allow obstacles to be identified and overcome. This makes it a tremendously powerful staff development intervention.

Coaching can take several forms. For example, academic leaders and managers might use training to develop a coaching mindset. Here they would be using skills such as active listening and reflective inquiry to deepen the quality of their communication with colleagues. Alternatively, academic and professional staff might take dedicated one to one sessions with a trained and qualified coach.

Here, I begin to tell the story of how we are using coach training and coaching sessions to develop a coaching culture amongst academic staff within the Faculty of Arts and Social Sciences at the Open University. The project is still in its early stages but is showing great promise.

The initial idea was sparked by some coach training I engaged with as part of my professional development. I had a lightbulb moment when I realised that the constant curiosity, invitation to self-reflect and absence of judgement which underpin coaching conversations fit wonderfully well with the academic labour process. Many of us are drawn to work as university academics because we value agency, autonomy, and self-direction. As we know only too well, the current intensification of academic work militates against these, produces feelings of frustration and can be overwhelming. Coaching, with its focus on open questions and reflective inquiry, signposts new ways forward. Open questions and reflective inquiry may even lead to insights where we remember the joy and love of our work.

The project involves an external coach organisation providing introductory coaching skills training to academic leaders and managers. The positive early feedback led to expanding this offer of training coaching skills and to set up an internal coaching service where one to one coaching supports colleagues through career transitions.

We are presently working on an evaluation project using grounded theory methodology to analyse the impact of the coach skills training. The data is presently being collected and analysed and our aim is to offer a paper on this evaluation to Studies in Higher Education later in the year. Here, I offer my own reflections on what appears to be working – as well as some thoughts on what I might have done better.

In terms of what’s worked I am both refreshed and relieved to find that informal feedback and my own observations indicate that coaching adds value to the academic working life. One of these is the invitation to leaders and managers to self-reflect. To “listen more and talk less”.

As part of my own self-reflection, I began to pay attention to how I behave in meetings. Not how I thought I behaved, but what I do. I thought I consistently listened intently to others before making my own contribution. In fact, I was half listening to comments while internally formulating my own ‘excellent, articulate and very powerful’ contribution! I barely waited for others to stop speaking before I started. Acceptance of this embarrassing revelation led to a change in my listening. I began to concentrate on what others were saying. Not just to the words, but also the emotion behind the words. I began to pause before replying or I invited someone else to come in first. These are particularly challenging changes to make when one is chairing meetings or in a leadership and management position. Interestingly, once I let go of feeling responsibility for being the one with ‘the answer’ I felt more calm – and better ideas emerged.

In group or one to one meetings, taking the time to really listen generates new insights and opens the door to new possibilities. For leaders this can also be rather humbling as one realises others have equally (or more) valid ideas and solutions. This type of facilitative as opposed to directive leadership is particularly suited to academia, where the apprenticeship for the job involves independent thinking and the development of critical questioning.

This shift to leadership habits which draw on coaching, for example moving from ‘telling’ to ‘listening’, has the potential to motivate and energise colleagues. This takes time but offers substantial returns. Telling and directing is quicker in the short term – perhaps you are familiar with colleagues hesitating before making decisions, looking to first run it past a head of department, research lead or some other authority figure? While this style of management and leadership works to some extent (courses still get taught and research still gets done), it can create a dependent relationship. Leading through coaching invites colleagues to take more responsibility for their own – and consequently the university’s – development and growth.

What might I have done better? What immediately comes to mind is that I could have been much more patient. As I became convinced of coaching’s effectiveness, I set high expectations of uptake and the pace of change. The take up of coach training by leaders and managers did pick up, but over months and years as opposed to weeks. The habit of self-reflection I am (still) learning to practise has been of great assistance. The realisation that I must meet colleagues where they are now, not where I am.

Please consider how adopting a coaching mindset may be of service in improving the leadership and management in your own institution. You might reflect and think it is all working fine, but if you realise there is room for improvement then coaching may very well be of service. In the meantime, stay curious!

SRHE member George Callaghan is Professor of Personal Finance and Economics in the Faculty of Arts and Social Science at the Open University. He is also a qualified coach with the International Coaching Federation and the Institute of Leadership and Management. If you would like to discuss any points in this blog, please email George.callaghan@open.ac.uk


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“What I wish I’d known” – academic leadership in the UK, lessons for the next generation

by Fiona Denney

This blogpost presents findings from a research project funded by the UK’s Leadership Foundation for Higher Education’s (LFHE) Innovation and Transformation Fund in 2015. 18 academics in leadership positions across 5 universities were interviewed about their leadership experiences and what they wished they had known before taking up their leadership posts. Eight key themes about the context within which they lead were identified. The themes are presented here along with a discussion of how this contributes to our understanding of the development of those who aspire to leadership positions in higher education.

Although much exists in the education literature and wider management and leadership literature about the qualities of “good” or “effective” leaders (Steffens et al, 2014) there is relatively little that considers the experience of leaders in the academic field (Peters and Ryan, 2015). Those in academic leadership positions are interesting to study because they have usually reached their leadership position as a result of being highly successful in their discipline area – particularly with regards to research – but not necessarily because they exhibit the characteristics or skills necessary for their leadership role. Research on the role that prestige plays in academic progression indicates clearly that esteem factors such as obtaining grants and publishing are important for progression to a leadership position, but that the role itself may require the individual then to prioritise other aspects which can cause identity conflict and dissatisfaction (Blackmore and Kandiko, 2011; Coate and Howson, 2016).

The themes from the study presented here have been developed into training materials which are freely available across the UK HEI sector here. The research provides an evidence base for focusing training and developing the next generation for the challenges of leadership ahead of them actually attaining a leadership position, and takes the literature beyond prestige factors to encompass the other aspects that aspiring leaders need to consider in their career.

The eight themes that emerged are divided into: Aspects that help career progression; Aspects of leadership that were found to be challenging; and, The “serendipity principle”

Aspects that Help Career Progression

Career Advancement and Planning

Developing and planning a career whilst still being open to unexpected opportunities were highlighted as important aspects of becoming a research leader. In particular, interviewees gave the following advice: learn about roles you are interested in and know the criteria for progression; take time to plan ahead; and, use appraisals to discuss and plan career development. Many of the interviewees did not have linear career paths and some had spent time in other sectors. They also suggested that personal values are factored into career planning. They talked about having a sense of a good ‘fit’ between themselves and the institutions they chose in their careers, concluding that the ‘best’ institution might not always be best for them.

Mentoring and Role Models

Interviewees mentioned the importance of mentoring and role models from two perspectives: reflections on the pivotal roles that effective mentors and role models had played in helping them to develop; and also the role for them, as leaders, to provide mentoring and to act as role models for the people that they lead. They also mentioned the role that informal mentoring can play and that mentors can be identified in a range of different settings.

Building Networks

The interviews revealed the importance of building and maintaining networks as a means of career progression as well as supporting networking activities for their own ECRs. They also acknowledged that social media are increasingly important for the new generation of researchers – although they didn’t always feel that they were the best equipped to advise on how to use it!

Building a Research Profile

All interviewees emphasised the importance of doing the “business” of research in order to progress with their career as research and academic leaders. There was no getting away from this core message – the markers of esteem, such as publishing papers, were key to progressing in their academic careers and, if anything, they felt that the pressure to publish is more intense now than when they started out.

Aspects of Leadership Found to be Challenging

Balancing Work and Life

Many of the leaders interviewed for this study commented on how important it was to put appropriate boundaries in place in their lives to stop work from consuming everything. They reflected on the steep learning curve that they encountered when they stepped into a leadership position and found that the workload increased exponentially. In particular, they emphasised that you can’t do everything and that prioritizing and not saying “yes” to everything were important skills to learn.

Impact of Culture and Environment

It was clear that interviewees perceived that academia has undergone considerable cultural and business change in recent decades and that this has consequences in terms of work-life balance, management, leadership and the balance of teaching and research. Interviewees suggested that the most significant shift has been towards a performance management style in combination with an increased emphasis on the importance of research and grant income.

Working with Others

All interviewees referred to the importance of working with other people to being able to achieve goals and lead well in an academic environment. There were a variety of contexts for this – networking, management, dealing with difficult people, meetings, giving feedback and the development of additional skills such as listening. What was clear in all of this is that academia is not a career option for people who want to work by themselves – working with others in a way that achieves things positively is a key aspect of working in today’s academy.

Challenges of Management and Leadership

It was clear from the interviews that being a leader in a UK university is likely to involve an element of management, and interviewees were responsible for managing people and finances, leading and developing strategy and policies and leading and managing their own research and teaching.  Common themes in the interviews included the challenges of managing and leading within a modern higher education environment, the complexity of meeting organisational goals, working with staff with differing contributions and motivations, and balancing administrative and mechanistic processes with the need to be innovative and creative in research.

Conclusions

“I think I ended up getting where I am through a lot of just hoping I’m doing it right.”

Through asking our interviewees what they wished they’d known before they started in a position of academic leadership, the study found a high level of uncertainty and a lack of knowledge about how to do key aspects of the leadership role. The common thread throughout the interviews was the concept that the leaders were relying on luck, trial and error or ‘serendipity’ to get things right as a leader. In future research, the role of serendipity is important to understand as it identifies key gaps in training and preparation for succession planning and it also raises the question of how much of leadership is due to good instincts and whether it can actually be taught – in line with trait and contingency theories of leadership.

Fiona Denney is a Professor in Business Education in the Brunel Business School at Brunel University. Between 2003 and 2019 she worked in academic staff and researcher development, including as Assistant Director of the Graduate School at King’s College London and heading the Brunel Educational Excellence Centre at Brunel University. Fiona is a member of the Executive Committee of the UK Council for Graduate Education, a Principal Fellow of the Higher Education Academy and a Fellow of the RSA. Her research interests are focused on academic leadership in modern universities. 

References

Blackmore, P, and Kandiko, CB (2011) ‘Motivation in academic life: a prestige economy’, Research in Post-Compulsory Education, 16(4), 399–411. https://doi.org/10.1080/13596748.2011.626971

Coate, K, and Howson, CK (2016) ‘Indicators of esteem: gender and prestige in academic work’, British Journal of Sociology of Education, 37(4), 567–585. https://doi.org/10.1080/01425692.2014.955082

Peters, K, and Ryan, M (2015) ‘Leading higher education: Higher Education Leadership and Management Survey (HELMs)‘

Steffens, NK, Haslam, SA, Reicher, SD, Platow, MJ, Fransen, K, Yang, J, Ryan, MK, Jetten, J, Peters, K, & Boen, F (2014) ‘Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model’, Leadership Quarterly, 25(5), 1001–1024 https://doi.org/10.1016/j.leaqua.2014.05.002

This is the fifth in a ‘virtual symposium’ series which began with Jane Creaton’s blog on 28 February 2020: Leadership in a Changing Landscape.


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Metrics in higher education: technologies and subjectivities

by Roland Bloch and Catherine O’Connell

The changing shape of higher education and consequent changes in the nature of academic labour, employment conditions and career trajectories were significant Continue reading →

Paul Temple


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End-of-the-peer review?

By Paul Temple

Peer review has been in the news recently (well, what counts as news in our business): which perhaps isn’t surprising considering the effect it can have on academic careers – and much more besides.

Richard Smith, when editor of the BMJ, conducted an experiment by deliberately inserting errors into a paper (presumably one written specially for the occasion – this isn’t made clear!) and sending it to reviewers who were in the dark about what was going on. (A university ethics committee would have had fun with this.) None of the chosen reviewers apparently spotted all the errors: from which (along with other findings) Smith concluded that “peer review simply doesn’t work” (THE, 28 May 2015). But one of the reviewers, Trisha Greenhalgh of Oxford University, presents the same facts in an interestingly different light (THE, 4 June 2015). She spotted a couple of serious errors early in the paper, concluded it was rubbish, told the BMJ so, and read no further. So, for her, peer review was working just fine.

This is an interesting methodological point – Continue reading →