Two things became clear to me in the course of our conversation. The first thing is that organizations and institutions across the humanities are facing many of the same challenges and have many of the same resulting infrastructural and communication needs. The second is that chief among those needs — if often unrecognized or unarticulated — is the ability to have some agency with respect to the solutions they adopt. Neither of these ideas really qualifies as a realization, but the degree to which the shared nature of the challenges risks obscuring the shared potential of the solutions did become a good bit sharper.
A huge part of the problem is that the most shared of the shared challenges is budgetary: everybody’s underresourced and understaffed; everybody is trying to figure out how to do more with less. Scholarly societies need to provide their members with more, and more compelling, services in order to keep those members involved and invested, but doing so often involves new systems and platforms, and supporting (much less developing) those systems and platforms is often beyond those societies’ capacity. Similarly, colleges and universities need to provide their faculty members and students with compelling ways to develop their research and make it available to and discoverable by the world, but they face similar challenges in developing the infrastructure — not just technical but crucially human — to facilitate that work.
This gap between needs and capacities has led to a thriving ed-tech and association management industry. Solutions (with a capital S) abound. The problem, of course, is that the end goal of those providing the Solutions is not the same as the end goal of the organizations and institutions they’re providing the Solutions for: not improving education, or facilitating communication, or supporting research, or whathaveyou, but instead (as Neal Stephenson would have it) increasing shareholder value. In order to do so, of course, their Solutions need to be pretty good, and pretty well-supported, but where the goal of increasing shareholder value runs up against the needs and pressures of the organizations and institutions they’re ostensibly serving, the industry’s goals are going to win. And the result is platforms and services that function more to extract value from organizations than to help those organizations serve their members’ needs.
These platforms and services, however, are generally speaking too difficult to develop and maintain for any organization or institution to manage on their own. And it’s that “on their own” that makes the Solutions industry a viable one. As long as organizations and institutions not only assume their needs to be idiosyncratic but feel the need, as Chris Newfield has put it, to “compete all the time,” they’re stuck, at the mercy of the market.
I am very grateful to have had the opportunity over the last several years to work for an organization that recognized the importance of providing community-focused platforms for scholarly communication, and that gave me the latitude to work with other like-minded academic groups to develop an open-source, not-for-profit solution (with a small s) to fill that need. The MLA is large enough, and well-resourced enough, to have been able to take such a project on where many of its sister societies could not. But sustaining a solution like this requires more than even the largest and best-resourced organizations can provide.
What’s required is a more robust sense of the commonality of our interests and the collaborative possibilities of our solutions. We need organizations and institutions to put aside competition and embrace the sorts of collective action that might help protect all of us from the markets that promise solutions but provide only Solutions. That’s a significant part of what we’re hoping to build with Humanities Commons — not just a platform for open scholarly communication, but a model for collective development and support of shared services.
This is no small challenge. We know all too well how to think about market-based forces like competition. We have much less experience, as a culture, with thinking about collaboration. But solving shared problems sustainably is going to require just that shift.
Photo credit: Cooperation 2 by Erich Ferdinand. CC BY.