2nd Evangelical Feminist (Part 2)
December 19, 2010
Kathy told me that her goal in attending Multnomah School of the Bible was to be a missionary in Africa and win souls for Christ among the heathens. However, as she neared graduation, she had an uncomfortable insight.
“I realized that the only way I could be a missionary was to either be the wife of a missionary or be a “go-fer” for a missionary. These were the only roles available for a woman in my church.”
In other words, somehow, Kathy had somehow succumbed to feminism, despite all her training and indoctrination against it.
Instead of using her divinity degree, Kathy got a job as a clerk in an office. As an intelligent, energetic and ambitious person, she quickly taught herself about computers and office procedures and rose to responsible positions. However, two main themes in her life were 1) fearing betrayal by people she trusted and 2) lacking respect for people less intelligent and perceptive than her telling her what to do. As she constantly feared betrayal, she would provoke people around her into betraying her, creating a self-fulfilling prophecy. As we worked together, I saw her engage in this pattern.
At first, however, things went very well for Kathy. My boss, Tom, quickly recognized Kathy’s intelligence and ability, and, as did I, responded to her charm, which is considerable. Unlike Tammy, (the woman I described in my last post), Kathy does not play on her sex appeal in as strong and calculating way, but she knows how to make a very positive impression on people she meets, both men and women with her courtesy, intelligence, and desire to help people learn and succeed.
Tom quickly hired her and she quickly proved to be one of the best teachers in our “school.” [We were well separated from the rest of the University; both geographically and in how we functioned, so mostly we thought of ourselves as a separate school, like a little community college in Portland.]
Every class we taught was “graded” by the students, who submitted a feedback form, rating the class on a scale from 1-5, on about half a dozen points having to do with the quality of the class. Although I was and am fairly conceited about my teaching ability and about my ability to recognize and improve my teaching flaws and correct my failures, like all the other instructors I read the student feedback carefully. As far as I could tell, Kathy and I were the two highest rated instructors in the program.
I found this fascinating in that our teaching styles were quite different. We sometimes sat in on each others classes. Sometimes this was to learn a program we didn’t know. In large classes, the program provided “teaching assistants.” Once in a while one of the full instructors would help out as a TA.
My style of teaching is varied and improvisational. I am constantly trying new approaches and experimenting. I am very responsive to student requests. For example, one day I was teaching a class for a group of employees for the Internal Revenue Service. I began by making jokes about how much people hate and fear the IRS. I noticed a passing university employee staring at me in alarm, apparently fearing that I would be audited and arrested on the spot.
I quickly learned that the requested topic for the class (assigned by a supervisor who was not present) was not what the group of employees actually wanted to learn. I knew something about the topic they wanted but did not have a class prepared. I improvised a class on the spot. Later, I got a letter from an IRS department head expressing appreciation at how well I had met employee needs. That was an illustration of how I functioned when I was working at my best.
The down side was that I was (and am) easily distracted and impulsive. Sometimes in an effort to better meet students’ needs I would go off on a wild goose chase or get in deeply over my head. My willingness to improve and fly by the seat of my pants drove some students crazy.
Kathy, on the other hand, was a person who functioned entirely by depending on careful analysis and preparation. Once she had mastered a topic, she planned her classes practically to the minute. As I walked by her classroom, I would hear her voice, look at my watch, and joke quietly to other teachers, “It’s 11:15 am. I now exactly what she is going to say right now, because it’s on her schedule.”
Students loved her organization, confidence, knowledge of her subject. On the other hand, when circumstances were not entirely under her control or events were not going as she planned, Kathy tended to panic.
I remember once, she was teaching a database class, a topic where she was expert and my knowledge was skimpy. Microsoft had just released its first database program. Students were clamouring for it. The program was full of bugs and constantly crashing. I went into the classroom to assist Kathy. She was practically distraught. She wanted to cancel the class. In her mind, if the program crashed while she was teaching, the students would blame her personally, not Microsoft, who was releasing software not ready for prime time, nor the University of Oregon Portland Center, who was offering a dubious and unready program to satisfy student demands.
I said to Kathy, “Just tell the students, ‘We know you really want this class and we are offering it even though we cannot guarantee that the program will run without crashing through the entire class. If it crashes, we will give you your money back or a free class at a future time when we can make it work.’”
“No! I can’t do that. It’s completely unprofessional! They will consider me as a person who does not know what she is doing and is not fit to teach!” Kathy lamented, practically in tears. “I can’t get up and say something like that to a room full of students!”
I said, “I will do it for you. I will take full responsibility. Since Tom [the director of the program] is not here today, I will tell them I am the ranking staff member here and if someone is furious and irate, I will take all the heat. I will tell them I am the senior staff member in the absence of the Director.” [This was more or less true.]
Eventually, Kathy let me make a brief introductory statement to the class while she cringed in the back of the room. I explained that we really wanted to meet their need for a class on this program, but we could not guarantee it would run through the entire class without crashing. The students (who were for the most part already very computer-experienced and used to the typical ways in which computer hardware and software fails all the time) mostly shrugged.
Kathy then began teaching the class. Although the software was shaky for the duration of the class (about 6 hours over one day), it never actually failed completely. The students were enormously grateful for the fine job she did that day.
I was also fairly confident in dealing with difficult and hostile students. I attributed this to having been a high school teacher for about ten years. Adolescents are by nature difficult and hostile. I regarded the adults in our classes at UO as fairly pliable and easy to control. As I had been teaching for much of my career in a “diverse” high school with a variety of races, religions, and general nuttiness, I was fairly comfortable in dealing with diverse groups. Probably I overestimated my capability in this regard, but in general I was more relaxed in dealing with hostile students than my fellow teachers.
One day Kathy taught a class where a black man accused her of not providing him with enough attention and support. I wasn’t there, but I suspect I would have been more comfortable handling this situation after having experience with teaching a few hostile black gang members in my classes in high school. Again, Kathy was mortified; horrified that anyone would consider her prejudiced.
However, Kathy soon began to play out her betrayal dramas. In our classes, there was never quite enough work to go around for all the teachers. Each teacher would have his or her “turf”; classes they considered their property. Other teachers were not supposed to teach turf classes unless there was so much work to go around that the “owner” would say, “OK, you go ahead and teach that section.”
Kathy and I shared the Microsoft Word classes amicably enough, but trouble arose in the area of databases. Kathy and a teacher named Richard shared the database classes. Richard was a friednly and easy-going person, but he began developing a new database class. Kathy (with little justification) began to regard Richard’s work as “stealing database classes” from her.
It’s always easier to see other people’s flaws and errors than our own. I could see that Kathy was provoking a “betrayal drama” where she would get herself fired. My efforts to tell her to calm herself down were not well-received. We never had a complete break, but our friendship cooled considerably.
During the period when our friendship was having difficulty, Kathy told me, with some asperity, that I was too willing to go along to get along, and that I should stand up for myself more and compromise less. As a person who was usually in trouble for arguing with bosses and on the verge of getting fired, I was rather bitterly amused to receive such criticism.