Online Writers’ Retreats… what you do when you can’t meet up!

If you search the Internet for writing retreats, you’ll find all kind of images that involve groups of people sat, with laptops, around a table… like this:

group of writers around a table, each with their own laptop

There’s a very good reason for this. When Rowena Murray did her initial work on structured retreats back in 2009, she found that key to success was the ‘doing together’ that comes from all being in the same place at the same time.

Writers on our retreats have told us the same.

“It helps me push through, when I get stuck and I might get distracted and give up, being with others who are also writing means I don’t stop… I keep trying, and eventually I work out how to get past the problem and I can move on.”

What do you do, then, when – like now – you can’t be in the same room? (more…)

Bristol Clear – we’re here if you need to talk

With all that is going on at the moment, we realise that many of you may be finding the situation challenging. Working in unfamiliar ways, and in unfamiliar environments, you may be struggling to know how to do your job, how to structure your time, and how to access the support that would normally be in place from colleagues and the university. More importantly, you might be dealing with new worries – about loved ones and how they are coping, or about your own health and work both now, and in the future.

There is no clear end to the current situation. And so, to support you, we’ve made some changes to our existing provision to make it more accessible to you. We’ve also added some additional provision that is specifically there to support you through the next few months.

Please read on to find out how our support will change, and what more we’re offering.

Training

Our face to face training and workshops will be moving online where possible. We’re currently talking with our training-providers about how we’re going to do this, when, and what form their training will take.

If you are booked onto a workshop or retreat, we will be in touch with you directly when we know more.

Writers’ retreats

All physical writers’ retreats will be moved online. We’re exploring technology that will not only allow us to preserve the peer support of being ‘in the room’ but will also open participation up to a wider audience (including those on the waiting list!). We’ll be able to use this experience to enhance the retreats when we are able to return to normal.

If you’re booked onto a writers’ retreat, we’ll be in touch with a ‘how to’ guide shortly.

1:1s

We can no longer offer face to face career-focused 1:1s. However, anyone who has one booked or who is on the waiting list will be contacted to be told how we will run all of these remotely.

In addition, we are setting up regular, weekly, virtual 1:1 chats for you to talk with someone about how you are finding the current situation. So, if you are struggling with working from home, managing or structuring your day or maintaining your motivation for example, you can talk to us. These can be used for any topic: professional or personal, and are bookable through: https://calendly.com/bristol-clear-1-1-chats/1-1-chats.

Please note, if you are fortunate to have a strong support network, please allow others to take priority so that we can reach those most in need, most quickly.

Mentoring

The Bristol Clear Mentoring scheme continues, but moves online.

All of those who signed up for the current cycle will be hearing shortly who their mentor/mentee will be, and will also receive information about how to set up a virtual meeting.

The Bristol Clear blog

Over the next few weeks, we’ll be using this space to support you to make the most of remote working by looking at how you can structure your time, write effectively at home, protect your well-being (particularly in this period of ‘waiting’), and use social media to stay connected with others and make your work more visible.

We’ll also use this blog to point to other sources of online training.

Bristol Clear emails

We’ll be mainly using email to send out updates, and signpost additional sources of information and support, so – if you are filtering – please keep emails from bristol-clear@bristol.ac.uk out of SPAM. We will temporarily pause sending out the Bristol Clear Bulletin and instead will send individual timely emails with key information about new initiatives, support and opportunities.

Twitter

You can also follow us on Twitter, @UoB_Researchers.

 

Creating the best culture for researchers to thrive

…is the aim of the recently updated “Concordat to support the Career Development of Researchers”. In an earlier blogpost we offered some of our reflections and thoughts on what the 2019 version of the Concordat might look like. Now that the updated Concordat is published, and we as the University of Bristol have signed up to it, what does it actually mean?

We are all responsible for creating a positive environment to thrive in

The Concordat sets out that the responsibility for implementing the Concordat, and therefore the responsibility for creating a positive culture in which researchers can thrive, is a joint responsibility. We are all responsible for creating this change. We, that is institutions (the University), funders, managers of researchers (PIs, Heads of Schools), and last but not least researchers (you!).

This means that the University of Bristol will be working to create the work environment, policies and practices which will allow researchers to thrive. The University is developing an action plan for the implementation of the Concordat, which it will be held accountable for.

We will be working with managers of researchers to offer support and information to help them support you effectively.

And we will be supporting you as researchers directly, by continuing to offer you development opportunities, career support and clarity, and by working closely with you to identify what support you need the most.

But no support, no policy, no action plan will make any difference if individuals don’t play their part in the story. Only if we all work together towards this goal of creating a positive and supportive culture is there a chance for it to become reality.

 

What can you do?

As a first step, familiarise yourself with the Concordat and reflect on its expectations of you. Start having conversations with your PI/manager about the Concordat, and explore together how you can use this as a framework to create this positive environment, and to develop your career.

You may want to map your skills against the Researcher Development Framework and use this as a starting point for your continuing development. Check for staff development opportunities, 1:1 appointments, find mentors if you haven’t got any already (you may want to use the Bristol Clear Mentoring Scheme which has 2 cohort intakes per year), and talk to your Rep if you have any suggestions or would like to highlight any issues.

We believe that together we can make a difference, so we are looking forward to continuing to talk to, and work with, you over the coming weeks and months.

 

The publication pipeline

hat someHow did that submission go? Did you get it accepted?

Yes, all in – reviews done. Now I’m at the foot of Everest again.

The foot of Everest?

Yes… I’ve not really got any writing in progress, so I’m starting again from scratch.

The first time I published, it felt like that. The process was very one-directional. I wrote, I submitted it, I dealt with the reviews, I resubmitted, it was published.

Because it was so single-minded, it was relatively easy. I just did what I needed to do, and then waited for instructions from the editor. But it also took a long time. From initial idea to print, the process was on and off, and lasted a full 2.5 years.

Both of those things – the ease, and the time – aren’t a problem if you’re starting out as an academic. But they become more problematic if you need to be publishing more often. A more recent journal article took me and a co-author nearly 5 years from conception to print.

Adding the time for the first and second publications together, that’s two publications in 7.5 years. That’s waaaay too slow for any kind of academic CV.  (more…)

Writing and publishing: strategies from/for non-native speakers

By lucky coincidence, most of the Bristol Clear writers’ retreats this year are being run in a large, well-lit room in Bristol’s ‘Centre for Academic Language and Development’. The CALD is a unit dedicated to supporting (particularly overseas) students with their English. As you walk through the main doors of the Centre, you can’t help but notice the banners, celebrating a quote by Pierre Bourdieu, which says

Academic language… is nobody’s mother tongue.

Bourdieu is right, academic language isn’t anyone’s mother tongue.

And for many of those who come on writing retreats, neither is English. And yet they are expected to not only write and publish in academic language, but in the academic form of English.

A non-native form, of a non-native tongue.

How are they doing this?

This is something that I’ve been asking those who attend retreats. I’ve also been looking in the literature to find out what others do. There appear to be four main approaches.

Write with a native

Probably the most common way that those who aren’t native speakers of English produce publication-ready material is by co-writing with native speakers (who lend their eye to all of the writing at all stages).

As a strategy, this is hugely effective, particularly at early career stage when there are potentially, naturally, multiple authors involved in a publication. But it can also carry risk, particularly if any kind of tension over the ‘authoring’ breaks out – e.g. where author ‘order’ becomes less an issue of who contributed most to the thinking, and more about who wrote more ‘words’. This can get worse when, in the mind of the authors, they begin to associate words with expertise. One writer describes the problems that arose when native English speakers in a mixed language group started to act as if they were more ‘expert’ in the research topic, simply because their English was ‘better’.

“at one point [it] caused me to go off and publish some academic articles in [my own language] just to prove that I’m better than them at something” (Sword 2017: 96).

That doesn’t mean you should avoid writing with native English speakers – It can work brilliantly, and even the difficult moments make it a perfect opportunity to practise negotiation and collaborative working (both of which are key professional skills). But it does mean being aware of the potential for tension early on, and taking steps to resolve it through a planned and professional approach, rather than assuming that ‘things will just work out OK’.

Ask a native to proof (or better still, mentor) your work

After writing with a native speaker, the next most frequent approach is to find a colleague who is prepared to proofread and/or correct a draft that you have written.

This can be very effective. Although it does rely on a (sometimes fragile) quid pro quo. Even though many fields have strong non-English literatures, in most the need to write in English massively outstrips the need to go in the other direction. Rather than a balance, then, the ‘proofing’ approach can end up relying on the generosity of a colleague, who may not receive the same degree of support back from you if they don’t need to publish in your language.

There are ways around this. Helen Sword suggests, in her book ‘Air & Light & Time & Space’ that you can establish a balance in the relationship by ‘giving back’ something: conversational language support in your native tongue, or cooking lessons. If you can’t do that, then you can at least offer constructive critical feedback on their work if they need it.

Alternatively, you might try to move away from the ‘ad hoc’, and establish a more stable relationship with a ‘language mentor’ – someone who will regularly work with you, reading what you write, to identify consistent language issues that you can then correct.

Language mentoring has the advantage that, because it systematically works on reoccurring weak points in your language, over time your English improves.

Professional proofing

An alternative approach, and one that doesn’t rely on colleagues, is to get proofing done by a professional. This can be useful, particularly if you are writing for an unfamiliar audience and need to ensure that not only the language, but the content lands as you want.

However, the expertise of editors can, on occasion, collide with the aims of the writer. I work in a field (Deaf Studies) where a capital letter can mean the difference between affirming someone’s identity as the member of a cultural and linguistic group (Deaf), or defining them as disabled (deaf). I have had editors assume that my capitalisation was in error, and remove it all – a mistake that then required hours of careful re-editing to put it all back in.

Besides which, professional proofing is expensive, and although it’s now required by some journals for articles from non-native speakers, I’m not aware of any publishers (or indeed any universities) who will pay for it.

Take a chance

The final approach is where you don’t get any native speaker support, but simply write and submit, and see what happens.

This is a gamble that can pay off… Researchers I spoke to have seen this work – but only where their English has been almost perfect, and where they happen to have landed a reviewer who has had time (and a generous spirit) enough to offer corrections, or on an editor who has seen the individuality of the writer’s style as something to be valued, rather than smoothed out.

The general rule of thumb, though, when presenting a manuscript for publication is to make it as perfect as possible. Editors and reviewers are just as tired and overworked as everyone else, and the last thing they want to do is wrestle with a script that is peppered with problems, or is unclear.

In that case, the gamble can fail – spectacularly.

I’ve known some very good articles be rejected and then really struggle to find a home, simply because in their first submitted form, they looked like the writer ‘hadn’t bothered’.

And finally… to all those native speakers out there.

All of the academics that I spoke to, and much of the literature, suggests that the better your English gets, the less you have to rely on any of these strategies, and the more you can simply write and submit under the ‘take a chance’ approach with a good expectation of success.

But as (again) Helen Sword suggests, that takes time.

Learning to write sophisticated academic English… Like any other artisanal skill, the art of communicating fluently and elegantly… requires, at the top end of achievement, thousands of hours of practice – and there are no shortcuts.

No shortcuts means that, in addition to their academic skills, non-native users of English spend thousands of hours honing a skill that most English-world academics have picked up, probably without ever being aware of it.

So here’s a thought for all those academics out there who are native speakers… consider how lucky you are, and be generous with it.

Whether as a co-author, an ad-hoc proofer, a mentor, a willing reviewer or editor, or simply as a colleague, ask what you can do to support your colleagues to succeed.

 

Structured writers’ retreats – things we learned during WriteFest

Across UK Higher Education, the month of November was ‘WriteFest’, a month for writing.

As part of our WriteFest provision, we ran four writing retreats, one a week. They’re structured days, set up specifically to allow academics to write, without the distractions of their daily work.

The retreat structure has always encouraged productive writing. But – with a whole month to play with – I was keen to examine the retreats themselves, and to identify and adapt anything that would make them even ‘better’ – to make the environment as conducive as possible to writing.

Now, at the end of the month, here are some things that we’ve learned, and changed.

(more…)

Core Values

Core Values

When thinking about career development, core values really are something to take into consideration. If you’re not sure what yours are, or you’ve never heard of core values before – read on to understand a key tool in thinking about your next career steps.

What are core values?

Core values are a set of values or beliefs that are fundamentally important to you as a person. We all have them, and they will be different for each of us.

They could be things such as autonomy, security, creativity, wealth, expertise, equality, kindness… the list goes on. But what it comes down to is the fact that there will be a few on that list that you will want to uphold and live by above all others… They are at the very core of who you are and what you believe.

Why are core values important?

Your values will affect the way you behave and your decision making. In short, they affect how you live your life. They are still there working in the background, even if you don’t consciously know what they are.

You’ll know that they exist because when you are living a life that is consistent with your values you will feel content, satisfied and all will feel right with the world. However, when you are going against your values, making decisions or behaving in a way that does not uphold your values you are likely to feel discomfort, unease and like something is just wrong… that sinking feeling in your stomach – a kind of gut instinct.

Becoming aware of what those values are can help you to make decisions to live a life more aligned with what is important to you. For example, if you value security, how comfortable will you be knowing that to be in a research career you are likely to be on fixed-term contracts or constantly bidding for last-minute funding? On the flip side if you value freedom, it is worth considering if a core-funded position like a lectureship will give you the freedom you crave?

How to identify my values?

So how do you find out what your values are? One way is to look at a list of values and see what resonates with you. There are many online or you can use the one linked below.

You’re looking for just a few… the really important ones.

If you struggle, then see if you can create categories of ‘I really don’t care about this’, ‘I care about this, but I can compromise’, and ‘I absolutely will never compromise on this’.

That refusal to compromise gives you another way to explore your values. When was the last time you got really angry with a situation? What was it exactly that made you angry? Why did you care?

It’s likely that, if you dig deep enough, you’ll find that someone ‘stepped on’ one of your values (or worse, forced you into a position where you had to ‘betray’ your own values).

The hard bit – making changes

Many things can stop us from making the changes we need to make, to live in a way that is more aligned with our values; Habits, lifestyle, peer pressure, fear… all these things can keep us where we are even if we don’t feel great about where that is.

So how far might you want, or need, to redress the balance?

Be aware that there are no hard and fast rules about this. Each of us is different, and has different tolerances for misalignment, for different reasons, at different times.

And so there is no judgement either.

For that researcher who needs security, they might decide that they will embrace instability, for a period of time, in order to work towards a more permanent academic position.

Or… they might begin to look for a role that gives them more security.

And, for that researcher who revels in the autonomy of a research position, they might decide that they can build that freedom into a permanent academic post… or that the compromise of lost freedom is justified by having a stronger platform of influence for their work.

Or… they might decide that they value the freedom more, and – even though it’s potentially precarious – remain as a researcher.

The difference for both will, though, likely be that having identified their core values, and negotiated with themselves a solution that acknowledges and respects those core values, they will be at peace with the solution that they adopt.

 

Resources

Values sheet

What Are Your Values? From mindTools

The case for structured writing retreats

If you’ve ever been to a writing retreat at the UoB, you’ll have heard us explain why we structure it as we do.

If you’ve not, then you might wonder why we run them in such a structured way.

The structure might even have put you off.

This post will explain some of why we shape our retreats like that – and what the potential benefits are.

*spoiler alert* – they’re not just about how many words you write!

(more…)

Find your Why…

We all know that we’re researchers… and that researchers research stuff… But, if I asked you to tell me why you do what you do in one sentence, could you tell me?

If you can’t – then perhaps you need to find your why.

Find your Why’ is a concept created by Simon Sinek who believes that each of us has a ‘why’ at our core. Our ‘why’ affects the decisions we make and is the inner driver for why we do what we do. Our ‘why’ is the reason we get out of bed in the morning, the thing that makes our lives worth living.

Sinek believes that most of us know what we do…. “I’m a Research Associate”

He believes that we know how we do it … “I run tests in a lab / I create new technologies /I look at the worlds history/ I study the earth etc….”

But most of us never stop to think about why we do what we do.

Finding your ‘why’ is all about digging deep to explore who you are as a whole and find that unique ‘why’ that makes you tick.

Why is ‘why’ Important?

Why is important for you on a personal level because you’ll find energy a lot more sustainable if you act in harmony with your why. When you are faced with choices, if you are making a decision that aligns with your why, then that decision is likely to bring you greater fulfilment and contentment than a decision that goes against your ‘why’. Knowing your why can help you to show up as who you want to be in the world.

But why is also very important for us as researchers because the ‘why’ of research is what hooks people’s interest and gets them to back what we do.

Consider these examples:

“I analyse microbes. My research is ground-breaking. It could change the world.”

“I change the world. I do it by carrying out groundbreaking health research. I analyse microbes.”

Who would you rather listen to?

How to discover your why…

Whys are strange things – because they tend to float to the surface in everything that you do.

Simon Sinek’s why is “To inspire people to do the things that inspire them so that, together, we can change our world”, and this has come out in all the different areas of work that he’s been involved in.

So, sometimes it’s enough to just look back and see if there’s a common thread.

Mike – for example – has worked in education, in a bank, for a charity, with children, and now with researchers… but in all those situations, he’s found himself challenging people to recognise that the way things are isn’t the way that they have to be… and to see that change is possible.

Katie – for example – has worked in a museum, for a council, as a self-employed artist, and now as a researcher development advisor… but in all those situations, she’s gravitated towards supporting people to make the most of the opportunities that they have.

What if it’s not that simple?

If you can’t see a common thread, then you can start to ask yourself…

What do you do?

… Why?

… And why is that important?

… And why is that important? 

… And… (guess what?)… why?

Or start to ask yourself deep questions (!)

“If you knew you were about to die, what’s the one message you’d like to leave behind for people to think about?”

Or more superficial ones.

“If you went to work in a [insert completely different sector here], what’s the job that you’d really like to do there?”

Try and write a ‘Why statement.’

When you have some ideas, then try and write a ‘why statement’.

Mike: “I believe Higher Education could be radically different… so I try to model new forms of research environment at the UoB… I work in researcher development”.

Katie: “I believe that people are important… so, I set up opportunities for people to develop… I organise the Bristol Clear mentoring scheme”.

You: “I believe that… so I …. I do…  ”

Start living your why

Some people may find their ‘why’s’ quite quickly but for others it may not be so obvious or instant (Katie still struggles to find hers). It may be something you need to explore for weeks, months or years in order to clarify it, and that’s ok.  The closer we get to finding our ‘why’s’ then the more we can live in harmony with it.

Finding your why can potentially be quite alarming. You may find that you have strayed away from your why and that you are doing something that you don’t want to do or behaving in a way you don’t want to behave. It may require you to make a change in some area of your life which can be scary. However, by taking steps towards living our why it will always lead to a more purpose filled life.

So next time you have a big decision to make, an event where you’ll be networking with others or you’re thinking about how to start your grant application… consider starting with why.

Resources:

Simon Sinek webpage

Find your why Book – by Simon Sinek

Simon Sinek – Ted Talk

Bristol Clear – Year round up

And…. that’s a wrap! This week saw the last workshops that Bristol Clear will run for this academic year. Here is a round-up of what’s been on offer since our launch last October, and what we’ve learned for next year.

Before that, though, we have to say thank you… to you! If you didn’t attend the training, participate in writing retreats, book onto 1:1’s, sign up for mentoring, complete our surveys, or read any of our emails, we’d be finishing the year empty-handed. But because you get involved, we have masses to show for the last year.

Training

We’ve run 36 training sessions across the year and trained 530 people. (that’s over a third of the entire research staff community at Bristol!).

This year’s training was similar to last year’s, covering a range of topics that draws on the full scope of the Researcher Development Framework. Topics like careers, grants, writing & publishing, engagement, policy, communication & impact, research project management and personal effectiveness.

What we did differently this year was release the training schedule further in advance to allow you to sign up earlier. This has encouraged people to plan their training better… so we’ll be doing that again next year.

What we also need to do next year is let you know more about what’s coming up closer to the date. So that you can book on, and take advantage of any drop-outs, if you missed the original call.

Careers drop-in

Careers drop-ins were a new initiative this year, 19 were run across the latter half of the year. These sessions give you space to do your own careers research, check a CV, ask a question, or work on job or grant applications. We make laptops available so that you can explore online careers tools, a growing bank of our own online guidance, books and other resources aimed specifically at postdoctoral career level and a quiet space for you to focus.

These have been growing in popularity, but we think we can do more to advertise them… after all, you told us in CROS that you don’t have time to develop your career outside of your normal daily work – and these drop-ins provide just that opportunity.

Writers Retreats’

A day where you can step out of your norm and focus solely on writing – what a luxury! We saw how much you valued these sessions and so this year upped the number of writers retreats’ to one a month. We ran 9 in total at nearly full capacity each time!

Just think what you could achieve by taking out just one full day a month to write!

1:1’s

75 of you have taken advantage of a half-hour coaching session with one of our staff development officers. These are often about careers decisions. But we’ve also talked about things like prioritising writing, negotiating the authorship position you want on a paper, and planning a tricky conversation with a PI.

Mentoring

In September 2018 we launched the Bristol Clear Mentoring Scheme. We’ve run two cohorts so far (Sept 2018, and March 2019) and created 37 (you tell us ‘high quality’) mentor/mentee matches. The scheme will open to all faculties come September 2019 and we’d expect it to then grow considerably.

Alongside one to one matches, we’ve run Academic journeys events, where academics talk candidly about their own journeys through mentoring. We’ve also run several peer to peer events when staff could practice mentoring with each other and gain the benefits of being mentored by a peer.

Writefest

In November, we worked with the Bristol Doctoral College to run a month focused on academic writing. Throughout the month there were 3 video shorts containing 9 writing tips, 9 book reviews on how to write books, 5 weeks of activities, 4 drop-in writing days, 4 writing workshops, 3 thesis boot camp days, 3 writer’s retreats and 373,000 (approx) words written! Phew… roll on WriteFest2019!

The Post Doc Residential

In May 2019 we ran a 2-day residential for new postdocs. Those who attended spent two days, away from their everyday work, thinking about questions like: Where have you come from? Where are you heading? What are your values? Why do you do what you do? How can you be as productive as possible, and What do you need to do next?

Feedback was generally very positive, with some good ideas about how to improve the experience. One person found it truly transformative, saying

It was fantastic! I came away completely different, I’ve never had a professional development experience like this, it changed the way I feel about my career. I would like more early career staff to be able to experience this

More Communication:

In addition to these events, we’ve renewed and reshaped some of our communication. We’re now using Twitter (@UoB_Researchers), and have introduced this blog – which has run 35 blog posts through the year. We’ve also introduced the weekly Friday bulletins to keep you all up to date with what’s going on.

And other things:

And then there are lots of other things that we also do that are probably less visible: support the Reps network and the work of the Research Staff Working Party, meet with Heads of School, run the CROS survey, etc.

They are hugely important, though, as they support everything else that we aim to do.

This summer, particularly, we’ll be working on analysing the CROS data, and getting an action plan ready for next year.

And that will also detail our programme for next year, so look out on our webpages and blog for updates on what we’ll be doing for 2019/2020!