Gurus and Kangaroos: Leaping Through Academic Pitfalls

#AcademicKangaroos #LearningCurves #Multitasking #FlowTheory #FOMO

About twelve years ago, during my first days in a leadership role, I had an unexpected encounter with the school director right in the middle of a staircase. He asked about my feelings regarding the new management role, and I, in my innocence, confessed it was too soon to pass judgment. "There's just so much happening at once," I shrugged. He responded with a mischievous grin, indicating that he had a well-rehearsed speech in mind.

"In the academic realm," he began, gesturing toward the deans' floor above with a hint of disdain, "you'll encounter the GURUS, those seasoned sages perched atop their mountains of expertise. But the future belongs to the KANGAROOS!" Yes, he used an animal analogy, and I've always had a soft spot for those.

"Your mission," he continued, "is to be a kangaroo. Master the art of leaping from one domain to another – gracefully hopping from teaching to management, from research to consulting, and back again. Cover the ground that needs tending, all while using the knowledge you've acquired to shine brightly in your next bound."

To be honest, the ending of his advice might not have been as poetic, but by then, I was lost in a whimsical daydream of kangaroos dressed in tweed jackets, diligently grading papers, and composing scholarly articles.

The concept of the academic kangaroo initially sprang from the mind of Santiago Iñiguez de Onzoño, the Executive President of IE University [Onzoño, 2011]. He introduced this idea briefly in a book titled "The Learning Curve: How Business Schools are Reinventing Higher Education." Interestingly, despite its title, the book doesn't actually discuss any learning curves. In academia, kangaroos are versatile scholars who can seamlessly move between various domains, including research, teaching, administration, consulting, and more. They offer an alternative to academic gurus, those "superstar professors" who have earned significant external recognition in their respective fields (along with substantial professional fees).

“A jack of all trades is a master of none, but oftentimes better than a master of one”

Gurus excel at generating new knowledge, and having them on board can enhance a business school's global reputation, attracting major companies for executive education. However, they often work independently and may feel somewhat detached from the institution. It is suggested that they tend to interact less with students outside the classroom compared to their colleagues. Furthermore, integrating them into the school's management team might even diminish their effectiveness in their primary field, resulting in inefficient resource allocation for both the academic and the school.

In contrast, kangaroos, who seamlessly navigate various functions, become deeply entrenched in the school ecosystem, actively driving change and well-suited for leadership roles within the university. To clarify, kangaroos aren't meant to replace gurus; they represent an alternative career path. Consider gurus as highly specialized experts in specific academic fields, while kangaroos are versatile experts in the broader academic sector. Both play essential roles, but serve different purposes, much like the executive producer of a TV show and its lead actor.

It is proposed that these kangaroos aren't born; rather, they are trained. This training begins with immersing oneself in research, capitalising on youthful creativity. Then, it involves climbing the ladder through teaching, progressing from undergraduate to executive MBA programs, until eventually becoming an "advisor of managers" or reaching the pinnacle of academic leadership. If we were to visualise this path as an actual learning curve (see Figure 1A), it may resemble a complex S-curve where kangaroos leap between stages onto a steeper learning curve each time. This accelerates their learning and makes it more efficient through the timely rotation of work in different domains.

However, in most academic settings, stages are absent; you are often asked to juggle multiple roles simultaneously, often right from the beginning of the journey. Sometimes the intention behind this is to help develop your skills. Other times it's about using you to patch different leaks in the system. Creating a career path with well-defined stages for an employee demands significant strategic vision. Instead, many managers opt for a low-risk approach, often influenced by high staff turnover. With this in mind, the learning curve might take on the appearance of several remote mountains, where you are the relentless mountain goat, leaping from one rock to the next, both ascending and descending, ultimately reaching just one mountain peak, not three simultaneously (see Figure 1B).

While their journey may be lengthy and enduring, gurus who follow a single learning curve reach a plateau sooner than kangaroos. From there, they proceed directly toward peak expertise, enabling them to automate valuable skills. In contrast, kangaroos don't get to enjoy any plateaus until they conquer the final mountain. They often start anew multiple times, seldom reaching the conclusion of individual climbs, and their learning journey is never truly completed.

Eight whirlwind years later, here I was, in the middle of my new office space, gazing blankly at an oddly-placed bathtub that came with it. At that point, I was juggling multiple roles: Associate Professor in one department, Digital Marketing Manager for another, and Head of a new research lab. To add to this, I had just been offered to head an entire department.

"It's all rather oddly random and mismatched," I recall thinking, "my job combination, this big new role, and that weird bathtub." "Am I the well-rounded expert or merely the go-to guy for quick fixes?" I pondered. I didn't feel like I was leaping around like a kangaroo; I was more like a gloomy hamster, with cheeks full of nuts, contemplating that one almond I couldn't squeeze in. And I don't even like almonds.

A month later, I left the school altogether.

Most of us have contractual duties in both research and teaching domains, as well as some administrative work, even if it's supporting departmental meetings or participating in validations. So, are we all destined to hop at some point? Not necessarily, and that is normal.

Being well-rounded is often mistaken for multitasking, but the latter is actually detrimental to both employees and their performance.

In an effort to create a well-rounded pool of specialists, the education system encourages multitasking, substituting a mutually beneficial goal of helping academics to leap forward with destructive routines and expectations that ground them instead. Research has demonstrated the negative consequences of multitasking: it increases task completion times, leads to more errors, and can result in up to a 40% loss in productivity [Weinschenk, 2012]. Forbes [Steinhorst, 2020] reports a study on millennials showing that multitasking during cognitive tasks can lower IQ by up to 15 points. Since information we've partly tuned out isn't fully retained or controlled, it becomes challenging to apply lessons learned through one activity in a different situation, which is essential for fostering creativity.

Task-switching can also have a disruptive impact on the "flow state," which supplies energy for hopping between academic domains. Diving deep enough into a task to reach a state of flow has been demonstrated to lead to reduced stress, heightened motivation, increased creativity, and enhanced overall performance [Kotler, 2014]. To reap these advantages, individuals must concentrate on an achievable objective, allocate sufficient time for deep engagement, and minimise distractions – all of which multitasking interferes with. Consequently, it's reasonable to assert that task-switching not only detrimentally impacts job performance but also depletes the enjoyment of work, impeding the energy required for the next big leap.

A few longer leaps take less energy than many short jumps.

In the defence of our employers, many universities have introduced diverse career tracks for academics, including research, practitioner, methodological, teaching, and administrative paths. These tracks empower individuals to adapt their career direction by aligning KPIs with their strengths and reducing the workload that generates the most anxiety. Staying on a single track can lead to guru expertise, while transitioning methodically between them can foster kangaroo versatility. In both scenarios, some cross-domain multitasking is inevitable. However, a strategic approach to selecting and transitioning between career paths should allow individuals to better maintain focus, attain a state of flow, and propel themselves toward the next destination, whether within the same domain or a different one.

"I know you just let go of the Case Center director," I said, pausing to observe the Vice Dean's reaction. He nodded and cautiously commented on what had transpired in the previous arrangement. "I've been thinking that my experience could be a perfect fit for this role," I continued, surprised by my bluntness. He appeared equally taken aback.

"But you're already the program leader. What's this about?" He was likely wondering if I were seeking a raise. Perhaps, for the first time in my career, I wasn't. "I've had my eye on this role for a while, and I believe it aligns with my strengths as a researcher," I explained. He smiled contentedly, as if receiving an unexpected gift. Strangely, this made me somewhat uneasy. He assured me he would discuss it further with the Dean.

That feeling of unease stayed with me as I went to organise my office at 7 p.m. I gathered papers from my "negotiation table" and then moved to my "research table" to check some notes when a sense of déjà vu washed over me. I was quite literally attempting to sit on three chairs at once. Again. This time, on my own initiative and for no clear reason.

You can take as a given that you're one of those special individuals who thrives on variety and enjoys handling multiple tasks simultaneously, and that might be true. This is often driven by perks such as being everywhere, knowing everyone, and being showcased at special events, like a prized racehorse. However, sometimes, typically somewhere near the finish line, a racehorse might realise that there was no one else in the race. Perhaps it wasn't a race at all, more like an equestrian parade, and they charged through it with the enthusiasm of a spirited pony. Or perhaps nobody else wanted what that horse was about to attain.

Mastering the art of hole-filling may earn you a career, but don't be surprised if the career is of a Chief Hole Filler.

In the game of musical chairs, the goal is for each child to secure a chair when the music stops, leading to elimination for the child left standing without a chair. Similarly, when we spot a metaphorical vacant chair, representing an opportunity to acquire another job title or participate in a project, many find it challenging to resist getting close to it "just in case," perhaps attempting to grab it from the side. It's also nearly impossible not to experience anxiety when someone else seizes it in front of your eyes. This anxiety doesn't necessarily stem from a positive place.

The need for diversity as well as the urge to collect titles at work can be linked to FOMO - the fear of missing out on something interesting, exciting, or crucial occurring in one's social or professional networks. Alongside FOMO, people may feel like outsiders, experiencing envy, jealousy, sadness, and disappointment [Laurence & Temple, 2023]. It affects individuals of all ages but is particularly prevalent among millennials. It can be triggered by various factors, such as not understanding an inside joke, not being chosen for a team or invited to an event, or even a question that accidentally hits at our professional insecurities. Sounds familiar? - consider attempting the mock test below to assess your anxiety level:

Academic anxiety mock test

Rate the overall level of anxiety you feel if you imagine a new acquaintance asking you these questions in a public setting. Use a 10-point scale, where 1 - is no anxiety at all, and 10 - is you want to immediately run away from the dialogue because you can't hold back your tears anymore.

1. How do you ensure that what you teach is highly relevant to industries in your field?

2. Which are your favourite recent examples of companies excelling and companies failing within your area of expertise?

3. How many of your students have secured excellent positions in the business world after completing your courses?

4. How you incorporate simulations, VR/AR, or gamification into your teaching?

5. What do you do to prevent student disengagement during online classes?

6. What are they talking about in the top journals nowadays? Any groundbreaking studies?

7. Do you often present your research at these huge international scientific conferences?

8. What are the predictions regarding the impact of AI on your specific field of study?

9. Do you actively collaborate on research projects with colleagues from around the world?

10. On average, how many research articles do you publish per year?

While it may bear some resemblance to the overused imposter syndrome, this anxiety isn't tied to one's expertise. To address most of the issues posed by these questions, one would likely need mere weeks, months, or a year to gather information, complete a write-up, or implement ideas in the classroom. That's quite insignificant in comparison to the length of one's career journey. If anything, a high level of FOMO suggests that a person desires growth and acknowledges areas for development. However, it doesn't mean this anxiety is a good foundation for decision-making.

In many instances, the fear of missing out is driven by information hunger (e.g., "what if my research is already outdated?") or a perceived lack of social connections (e.g., "I wish I were invited to those meetings with the line managers!"). One response to this is taking action at all costs: accepting a new role even if it consumes precious time, participating in projects that don't align with one's strengths, applying research for grants that may not require funding, and attending conferences where you're likely to spend your time working on a laptop. You can view this as exploiting already available resources, such as attention, time, and labor. While it may work for a while, this process can be highly draining and lead to getting trapped in an anxiety loop, intensifying FOMO (see Figure 2).

It's not about stretching yourself to fill many chairs but about having the flexibility to leap into the one that fits you best at the time.

Encountering a metaphorical empty chair shouldn't be a cause of anxiety. For instance, the Japanese version of musical chairs is played in a way that if any child remains without a chair after the music stops, everyone loses the game. So the children shift, shuffle, and hug others to ensure that no one loses because they didn't have a chair to sit on. Similarly, someone else's exciting opportunity doesn't have to equate to a personal loss. Instead, it can serve as a friendly lap offering support—a resource you can tap into to fulfil your information and social needs.

Let's say you're eyeing a parallel position in the research department because you want to better understand how internal funding applications work, enabling you to apply more successfully and not miss any existing funding opportunities. Instead of taking on a new role, you can spend more time establishing proper communication channels within the department. Get to know the person who will take on that position, volunteer to assist them with projects by offering advice and expertise over a cup of coffee. This approach is likely to help achieve the goal, leaving ample time to write the funding application while also benefiting others.

You can view this approach as resource exploration or an investment in building a system of information flows and networks. The beauty of it is that having a cup of coffee with a colleague or actually reading journals you submit to doesn't require much of your attention and won't distract from your job's goals (unlike accepting another parallel job). With fewer major interruptions, achieving a state of flow becomes easier.

The secret is that this is what gurus invest in all the time. To be able to generate new knowledge and gain wide recognition, effective navigation through information and contacts is crucial. This is also what kangaroos in training are likely to struggle with the most due to multitasking pitfalls. Recognising these alternative pathways and their associated challenges means acknowledging that your multifaceted career path may not be a distracted, anxiety-filled version of the path to becoming an academic guru. Instead, it could be a jumping journey leading to expertise in the academic sector, fostering innovation and growth in ways and places, which feel more familiar and closer to your heart.

Not every career path leads to becoming a guru or an academic kangaroo, nor should it. Yet, in an industry where you can do and become anything you want, there must be better options than being a tired mountain goat, an overindulging hamster, or a lonely racehorse.

In summary, the multifaceted academic kangaroo offers an alternative career path to the guru—the "superstar" expert. The latter relies on determination and specializes in new knowledge creation, while the former emphasises agility, endurance, and drives growth and innovation in the academic sector. Business schools, in their attempt to nurture versatile specialists, inadvertently promote multitasking, which harms both well-being and performance. Task-switching also obstructs the achievement of a state of flow, which could otherwise enhance work efficiency and enjoyment. Despite these challenges, some academics still actively pursue multitasking due to the fear of missing out, leading to anxiety-driven career choices. To successfully transition to a kangaroo role, academics must learn to manage their career trajectories effectively, allocating sufficient time and space to ascend the learning curve before leaping to the next one. By efficiently addressing the underlying information needs driving their FOMO-related anxiety, academics can better harness the power of a flow state to propel their next leap.

P.S. What is your score in the anxiety test? Mine is 7 (or 5 after a shot of Baileys).

P.P.S. To address the FOMO in my field and enhance teaching practices with insights from both business and research, I am launching an information platform called "Marketingaroo." This platform will analyze a multitude of pertinent information sources related to marketing practice and research, condensing them into concise, easily digestible formats to help you stay updated in the world of marketing.

Starting this month, I will begin sharing this platform as a monthly digest, complemented by annual reviews. You can also expect occasional educational tools and opinion pieces like this one in between.

To cite this material:

Muravsky, D. (2023, October 2) Gurus and Kangaroos: Leaping Through Academic Pitfalls. LinkedIn.

References

1. Laurence, E., & Temple, J. (2023, September 20). The Psychology Behind The Fear of Missing Out (FOMO). Forbes Health. Retrieved from https://www.forbes.com/health/mind/the-psychology-behind-fomo/

2. Kotler, S. (2014). Create a Work Environment That Fosters Flow. Harvard Business Review Digital Articles, 2-5. Retrieved from Business Source Ultimate.

3. Onzoño, S. I. (2011). The Learning Curve: How Business Schools are Reinventing Higher Education. Palgrave Macmillan.

4. Steinhorst, C. (2020, February 28). How To Reclaim The Huge Losses That Multitasking Forces On Your Company. Forbes. Retrieved from https://www.forbes.com/sites/curtsteinhorst/2020/02/28/how-to-reclaim-the-huge-losses-that-multitasking-forces-on-your-company/?sh=5be2ddc2c024

5. Weinschenk, S. (2012, September 18). The True Cost of Multi-Tasking: You could be losing up to 40% of your productivity. Psychology Today. Retrieved from https://www.psychologytoday.com/us/blog/brain-wise/201209/the-true-cost-of-multi-tasking