Tag Archives: Multicultural Mentoring

Writing for publication: Lessons from the trenches

Not too long ago I had a conversation with a recent PhD. graduate about career issues and the struggles we go through to get established in the competitive environment that is academic psychology. Having climbed a steep learning curve myself as a junior faculty, I’ve always enjoyed passing on the lessons I’ve acquired along the way. As is the case with many young PhDs and junior faculty in general, this young colleague described extremely common struggles with writing for publication and the accompanying pressures that we feel to produce when it seems that everyone around us is lapping us with their published work. After talking with this young colleague, I thought it would be useful to share some of the lessons I have learned about professional academic writing. My hope is that it will help other colleagues who, like me, have encountered many writing frustrations and have begun to feel as if they have lost their way.

I think the key issues plaguing writing productivity among junior faculty and new professionals fall in six areas.

They are:

(1) lack of confidence about writing

(2) lack of knowledge of one’s personal rhythm/preferences with respect to writing

(3) lack of skill in writing for publication in scientific journals

(4) lack of familiarity and experience with the peer review process

(5) time management struggles and….

(6) lack of an extensive professional network.

I’ll address writing confidence and writing knowledge/skills in depth. I will also provide the names of resources I have found helpful along the way.

Becoming a Professional Writer
Lack of knowledge about how to write for publication in academic journals and other outlets is a common barrier to publishing for junior faculty. In my journey and those of my young colleagues, I learned that several issues with respect to the young scholar’s identity as a writer must be addressed. This will lay the foundation for the novice writer to develop the thick skin needed to endure the peer review process and to make it work for her. Learning about the peer review process can be mastered, but only after the writer has resolved some of the other issues first involving confidence and knowledge of personal rhythm and preferences as they relate to the writing process. Until these underlying issues are identified and addressed, academic publishing will always be a frightening, demoralizing process that derails many an academic career. I think that many young scholars struggle with publishing because of fear of rejection, not due to lack of capacity to learn the skills needed to publish successfully.

Young academics must first recognize that being an academic means being a professional writer. This idea was first presented to me in a book called, The Craft of Research by Wayne Booth, Gregory Columb, and Joseph Williams. It seems like an obvious point to me in retrospect, but hindsight is always 20-20. I don’t think everyone views it that way at the time they decide to pursue a doctoral degree. I certainly did not. If you fundamentally do not enjoy writing, academia may not be for you. This may seem like a harsh statement, but in my opinion you must derive some intrinsic joy from the challenges of writing or it is not worth some of the sacrifices. There are many wonderful ways to be happy in your career. Why spend your days doing something you hate?

If you know that academia is indeed for you and you simply need some help figuring out how to be a productive writer, spend some time identifying your attitudes about writing. Write them down. Are they generally positive or negative? Also spend some time thinking about the experiences that have shaped your attitudes about writing. Do you dread the writing process? Or do you dread the critical feedback on your writing from colleagues, mentors, and the peer-review process? Or is it both?

As cognitive-behavioral theory tells us, attitudes about writing can be changed once they are made explicit. If you are struggling with your writing productivity, it can be helpful to sit down and disentangle any negative beliefs that may impede your writing efforts as manifested through procrastination, writer’s block, and other common writing challenges. There are many myths that surround successful writing that may infect your writing experiences and productivity. Robert Boice addresses many of these issues and provides exercises for young academics to address them in his book, Advice for New Faculty Members.

One critical habit to successful writing is finding and sticking to a regular time to write in your schedule. Make it a regular, preferably daily, appointment in your date book. Do not give that time away to other demands on your time. In his book, The Art of Writing for Publication, Dr. Kenneth T. Henson advises writers to keep the tools of a serious writer nearby in all of the places where you write regularly. The obvious tools are a dictionary, thesaurus, any reference material, and your trusty APA manual.

  • Have a good writing handbook available that addresses each stage of the writing process, including outlining, paragraphing, revising, and proper usage of grammar and punctuation. Such a handbook will help you break down writing projects into manageable pieces and also help you respond to feedback you receive from your mentors and colleagues about ways to improve your writing and to edit your own work. Having these tools on hand will also reduce loss of precious time actually writing by eliminating the need to hunt them down during every writing session.

Revising Prose by Richard A. Lanham helps writers deal with the structure of the writing on the page so that it is clear and pleasing to the reader. It helps writers evaluate whether the sentences and paragraphs in the work address a single idea clearly and successfully. Why is this an important resource? Have you ever been asked to review a manuscript or grade a paper littered with 2-sentence or page-long paragraphs? These types of writing problems are always a signal to reviewers that the authors are inexperienced. Professional scientific writing must be technically accurate and meet the standards of polished professional writing of any published work. The more polished your initial manuscripts are when you submit them, the more likely reviewers are to take seriously the scientific findings you wish to convey in your document. Poor writing mechanics irritate reviewers almost immediately and undermine the persuasiveness of your work, no matter how exciting your research findings may be. It requires more work for the reviewer to wade through a poorly constructed document to figure out what you did and what you want to say about it. Given the time pressures reviewers are under, poor writing can aggravate reviewers and, in some cases, lead them to critique your work more harshly. Revising Prose will help you to evaluate your writing systematically in prior to submission and in response to critical feedback.

The Guide to Publishing in Psychology Journals by Robert J. Sternberg is an excellent volume on professional writing for psychologists. Sternberg invited several prolific academic psychologists to write a chapter addressing each type of product an author might produce (e.g., empirical journal articles, book chapters, review papers) along with strategies for documenting your research, writing for your audience (e.g., reviewers), and handling the revise-resubmit process. I found the chapters on writing introductions to journal articles and on writing compelling results sections extremely useful as I made my way up the publication learning curve. I refer to the Guide regularly and assign chapters to students working on various writing projects.

Developing Writer’s Confidence
Many students and young PhDs find writing aversive because of negative and/or erroneous beliefs about writing and a tendency to engage in negative self-talk during the writing process. In talking to others and reflecting on my own experiences, writing confidence is the biggest hurdle to clear for young PhDs (or students) who are serious about publishing their research. As one of my major professors said to me during my earlier struggles, writing confidence comes in part from believing that you have “something to say to the field.” You have interesting, innovative ideas and findings that you want to contribute to the field and have them shape the way the field evolves.

Writing confidence can also come from gauging the support and interest you receive about your work when you present it at various conferences. Think about it for a moment. You know when you’ve generated meaningful findings. The audience is excited about your work. You receive great feedback and interesting questions about your presentation. Members of your audience encourage you to publish your findings. You feel energized by the presentation and know you’ve connected with your audience. This feedback is authentic—it is a preliminary peer review process that helps you gauge the relevance of your work. Trust that feedback, sit down at your computer, and write. Turn that conference paper or poster into a manuscript. Try not to focus on issues related to publication at this stage. Just write. And keep writing until the paper is done. (Now there are issues related to selection of journal outlets that have to be considered, but the unsure writer needs to simply gain confidence that he can express his research findings clearly and persuasively first.)

As you deepen your knowledge about the mechanics of writing and revising your work, you will become more confident about your writing. This will help you figure out how to revise the early drafts of your paper and respond to critical feedback about your written work. With experience, you will be able to tell if: (a) your ideas or findings are compelling but need clearer, compelling writing to communicate them, (b) your research ideas need more work or development, or (c) whether someone is simply hostile to your work no matter how strong the findings are or how well you explain them in your writing. In any of these cases, the feedback will probably sting, but hopefully not for long. And hopefully, it won’t keep you from moving forward with the necessary revisions in the appropriate areas when you have a chance to process the feedback with a clear head.

Life as tenure-track faculty member can be a significant challenge because of the pressures to produce a fairly large amount of published work in a short period of time. In order to develop as a professional writer, you have to be regularly engaged in the writing process. Write regularly and submit your work for review. Over time, you will figure out your strengths and weaknesses as a writer and improve on these using tools such as the ones I am outlining here. Rejection can be scary, but take a deep breath and submit your work anyway. You will learn more quickly and meet success earlier if you fully engage the process. As any published author will tell you, there are fewer sweeter professional rewards than seeing your name and scholarly work in print.

There is so much I could say about the writing process, but I hope there is something useful here that will help you move forward.

Happy writing!
[Editor’s note: This post was written Mia Smith Bynum, PhD; Associate Professor of Family Science; School of Public Health; University of Maryland. It originally appeared on the Multicultural Mentoring blog by the Society of Clinical Psychology’s Section on the Clinical Psychology of Ethnic Minorities. (APA Division 12, Section 6). It is reposted here with generous permission. Over time, you will see all eight original posts on gradPSYCH Blog.]

 

Mentorship networks: What they are, what they are good for, and how they are built.

Mentorship is a term that psychologists of all stripes often use when having conversations about their professional development. It refers to a special formative relationship between a mentee (i.e., a person who is in the process of learning) and a mentor (i.e., a person qualified to teach). In such conversations, it is not infrequent to hear psychologists (and psychologists in training) refer to their mentor or –more importantly for the purposes of this blog- their mentors.

In this blog entry I would like to present you with an idea, self-evident to some but unknown to others, that a psychologist’s professional development is best served when mentoring occurs in the context of a mentee having a network of mentors rather than a singular person who serves in that capacity.

Why have mentors?

1. Beyond justification implicit in popular folk sayings (i.e., “two heads are better than one”), there are several reasons to ensure that your professional development is guided by more than one qualified person. Perhaps foremost among these is the simple fact that –barring conditions of divinity that are at the moment outside of the realm of empirical confirmation- no one person can know everything there is to know about every domain of your professional development. Having a network of mentors raises the possibility that the guidance you will receive in any one professional decision or domain is being provided by the most qualified person you know in that area.

  • For example, in my own career this has meant relying on relatively recent job applicants to provide me with practical guidance when looking for a job and on more experienced faculty members when looking to avoid common mistakes that job applicants make. Having access to both groups of mentors allows for a more complete picture of the job search process, and ultimately a better and more successful search. The same principle applies to most domains of professional development in both research and practice.

2. Another reason to make sure and develop multiple mentorship relationships is that –like most other relationships among human beings- each of these will wax and wane repeatedly over time, and sometimes because of factors outside of your control. Having multiple mentors raises the possibility of accessing someone who is ideally motivated to support you exactly at the time you need it.

  • The most poignant example from my own career came when a mentor that I most often rely on for advice on publishing and writing was faced with an unfortunate series of severe health and family problems. Demanding that mentor’s time and resources under those conditions would have been selfish and indelicate. Having other mentors to rely on in that area allowed me to receive the guidance I needed in order to continue meeting demands of my chosen career as an academic. It also freed my time so that my conversations with the burdened mentor were spent honoring and supporting her through difficult times.

3. Having multiple mentors can also allow you greater freedom and independence. I run into colleagues, both practitioners and scholars, whose reliance on one or only a few mentors has limited –rather than enhanced- their professional choices (e.g., “I wish I could apply for that job, but I don’t know anyone in that system” or “I can’t publish this, it goes directly against what X has been saying for years.”). I’ve had only a few experiences where I have felt as they do. It is -to say the least- unpleasant to feel that after all the work you’ve put into experiencing success in your field, your growth is now inordinately affected by the whims of a person who you have little influence upon.

  • Whenever I’ve discovered that my professional development environments make success contingent on unfailing alliance to one particular person or set of ideas, I have immediately begun looking elsewhere (a decision most always supported by the mentors in my network).

4. This brings me to a final benefit of mentorship networks, support. Given your condition as a human being developing a career, it is possible –if not likely- that despite the availability of an ample number of fantastic mentors you will make one or more mistakes regarding your professional development. At those times, it is wonderful to have available to you a number of qualified people who are not within your immediate professional context that can help you navigate back to a sound professional course.

  • In the midst of my worst professional decisions, it has been my mentors who have helped me plot the course out of those decisions, and whose support has led me to believe a successful resolution is possible.

I’m sold, how do I build a mentorship network?
Before discussing specific tactics, I’d like to present you with a thought regarding the attitudinal predisposition that might facilitate your success in this endeavor: “It is difficult, if not impossible, to be mentored without being humble.” Mentorship relations are premised on the fact that a person has something to provide you that you do not have. Valued mentors are often willing to give you that something (e.g., knowledge, a skill, experience, a professional contact, etc.) in exchange for nothing other than the satisfaction of seeing you avoid a pitfall they encountered or watching you develop. Demanding and entitled attitudes on the part of mentees (often soon to be “former mentees”) certainly seem to be antithetical to fostering a mentor’s willingness to continue to assist you. Humility, appreciativeness, and graciousness seem to best honor the benefits received from your mentors.

As for where to begin, I would suggest the best place to begin building mentorship relationships is in your natural environment. Among graduate students perhaps the most natural mentors in this environment are faculty and other advanced students. For lack of humility, I’ve seen younger students ignore incredibly helpful information provided to them by more advanced students. For lack of appreciation, I’ve seen advanced students and faculty stop sharing helpful information with “could have been mentees.” The medieval philosopher Dominic of Guzman is said to have written “appreciate all the wisdom you encounter, regardless of its source.” That is perhaps the attitude most productive to developing mentors. I’ve received incredible advice from people who I’ve not expected it from, often ones who I am not particularly personally drawn to. Making sure to note the appreciation I have for that wisdom (e.g., through written or verbal comments) has ensured more wisdom in the future.

A second natural place to seek mentoring is through programs and structures developed specifically for it. Many educational institutions, programs, and professional societies have formal mentoring or professional development programs. If you find one that works for you, you’ve found a rare commodity that you should not undervalue. (This blog I hope is one example).

Professional societies provide one final place to identify potential mentors and build mentorship relationships. The more you interact with people who share your interests, the more you are likely to find some among them who are willing to guide you. When you find these people, honor and appreciate them. I’ve met some of my most valued mentors and mentees (some of whom in turn have mentored me in specific domains) sitting in the audience of a professional presentation or over lunch at a workshop.

Some final observations
Here are some things I’ve learned in the road to developing and maintaining my own mentorship networks.

1. I repeat, and will repeat it again and again, humility and appreciation go a long way. If a person is helpful to you, let them know it. A doctoral student recently came into my office frustrated that I had stopped giving her direction as I did before. Her frustration was surprise to me as I had scaled down my advice based on the lack of feedback from her about it. It is my job to teach all students at my institution. It is my pleasure and privilege to be able to mentor some. I am more likely to mentor students from whom I get a sense my mentorship is valued.

2. Initiative can work miracles. I once wondered out loud why a friend of mine got advice from one of our mentors that I –despite having more contact with this mentor- did not get. Her answer: I ask. Lesson learned, I now ask. I don’t always get an answer (or the answer I want), but –unsurprisingly- the net amount of times I do get an answer has increased exponentially.

3. Not everyone can be a mentor to everyone else. There are several professionals that I respect and admire who I’ve hoped to develop mentorship relationships with, but these have never materialized. While the reasons for this may be varied (e.g., lack of time, lack of personal compatibility. etc.), one thing I’ve learned is not to take it personally. Sometimes the inability to form a mentorship relationship has stemmed from an identifiable reason that helps me grow, others it has not. In either case, it is good self-care practice to learn as much as you can from that event and then proceed to move on with your life and professional development.

  • In my own life, I often refer students and more junior colleagues who seek advice or consultation from me to someone else. It is not because I do not like or value these people. Much to the contrary, it is because I value them that I refer them to someone who can serve them better than I can at the time.

4. The way you make mentors will likely match your personality. I have a colleague (that is at times a mentor to me) who has the enviable ability to walk up to seemingly anyone and enlist their help. Although I am sure that the process is at times effortful for her, observed from the outside it seems graceful and uncomplicated. As much as I’ve tried to develop that skill and will continue to work at it, it is still something that does not come naturally to me. However, for reasons I don’t fully understand I seem to do well at being an effective contributor to committees, workforces, and other such groups. It is in the context of these that I have forged many of my mentoring relationships. I have other colleagues who develop mentoring networks through social engagements at conferences such as informal lunches, tours, etc.

  • While it is likely wise for all professionals to take advantages of as many opportunities to develop mentoring relationships as they are afforded, my point is that not everyone will excel at the same types of opportunities. Find your strength and exploit it.

Best of luck building your mentorship network, managing it is a whole different issue (and perhaps the subject of a future blog entry).

Editor’s note: This post was written by I. David Acevedo-Polakovich, PhD; Assistant Professor; Central Michigan University. It originally appeared on the Multicultural Mentoring blog by the Society of Clinical Psychology’s Section on the Clinical Psychology of Ethnic Minorities. (APA Division 12, Section 6). It is reposted here with generous permission. Over time, you will see all eight original posts on gradPSYCH Blog.