Process

Although not a fan of Saint Thomas More himself, I've always admired Robert Bolt's characterisation of More in A Man for All Seasons. And, a favourite exchange is between More and his son-in-law to be, William Roper:

Roper. So now you'd give the Devil benefit of law.
More. Yes. What would you do? Cut a great road through the law to get after the Devil?
Roper. I'd cut down every law in England to do that.
More. Oh? And when the last law was down— and the Devil turned round on you—where would you hide, Roper, the laws all being flat? This country's planted thick with laws from coast to coast—Man's law's, not God's—and if you cut them down—and you're just the man to do it—d'you really think you could stand upright in the winds that would blow then?

For over a decade, "reform" and "flexibility" under WorkChoices flattened the laws protecting workers. But not satisfied with that, the government went on to flatten university processes as well. So that while Bolt's exchange is literally about the law, it applies equally to processes that comprise a system of governance — particularly applicable, therefore, to universities.

Writing processes or negotiating their change may seem to be gray and unrewarding tasks; but with only a little imagination, the potential benefits appear as blue sky on the horizon. Workloads, disputes and grievances, casual arrangements, governance: All these and more live within the processes.

Local improvements, however, first require member interest and support. Members interested in quality of life at their university need to speak out in union meetings or in other contacts with their elected officers.

Let me assure you, your university's management notices.

Setting a good example for children
takes all the fun out of middle age.

—William Feather (1908-1976)