This post is the second in a two-part series on co-authorship from different perspectives. In this second post, we’ll discuss ways to use writing center sessions as a model for negotiating the co-writing process and reflect on the experience of co-writing this blog. The first part addressed key cognitive and pedagogical considerations in co-writing projects.
Group writing is present in all levels of the academic community. There are informal co-writing opportunities, like a group chat that helps you better understand your discussion board post, but there are also the formal, much more nerve-wracking co-writing projects that, as we discussed last week, cause frustration and anger despite their benefits. Perhaps establishing productive group dynamics is the most harrowing aspect of a co-written project. Each participant will have to put forth their contributions and then, together, the group will have to decide in which direction they will take the piece. Both before the project begins and throughout the duration of the writing process, collaborators will have to manage and negotiate workloads and responsibilities that allow each party to reach their goals. A writing center appointment is kind of like that, too, in that the writer and the consultant have to balance their contributions in order to meet their goals. There is (hopefully) mutual effort and negotiation in every writing center appointment. In this post, we are going to explore facets of writing center practices that correlate to group writing. To do so, we’ll reflect on our own experience writing this series of blog posts.
One thing that has to be negotiated in every writing center consultation, whether overtly or not, is the role each person will play in the consultation. The writer and the consultant must work together to determine who is responsible for what during the appointment. This is rarely an explicit process, but it will become clear throughout the session that each person takes on certain tasks. Likewise, co-authors must agree on their responsibilities regarding their project, but these roles do not always have to be as clearly defined as they are in a writing center session. For example, when writing this blog series, we did not set strict tasks other than taking on the main responsibility for one post and providing in-depth feedback and revisions for the other post. Other than that, we wanted to remain flexible when it came to “assigning” roles. For instance, one role co-writers might want to establish is a dedicated note taker, but we found it more productive to both take notes since we tended to pick up on different ideas during our meetings. Additionally, we both performed research related to the project, and we both had an active role in developing the outline and structure for the blog posts. This fluidity and casualness that we established may not be possible for every group writing project (for sure, I’m almost certain these blurred boundaries could complicate an actual writing center session), but as long as the boundaries, or lack of boundaries, are negotiated and agreed upon by all parties, then the work should be smooth sailing.
Ownership is a tricky thing in a collaborative writing project. In writing center appointments, consultants always aim to provide helpful feedback without pushing the writer to make unwanted changes–we want to ensure writers maintain ownership of their document. A co-authored project, however, does not have the same clean break between who is in charge of the piece. Each person contributing to the project should have a vested interest in the process, content, and product. Yet, even when all parties are invested in the project, there can still be some tension, or at least misunderstanding. For this project, ownership became tricky when we were dividing the workload. Together, we separated our content into two complementary posts, but then we had to decide who would write the first draft of each post. When Brice suggested we each “write a draft,” Kylee thought he meant we would each write a draft of both posts, but that’s because she worked under the assumption that we held dual ownership over the whole project. Brice, on the other hand, had perceived that we were individually taking ownership over one half of the project. Besides this breakdown in communication, we did feel like we had equal control over the project when it came to making suggestions or revisions to the other person’s writing. Without this shared sense of ownership, we would not have learned as much from this writing process.
Instruction and Feedback
As co-authors, you have to be willing to learn from each other. John Hedgecock, in his book chapter “Reflections of Coauthorship and the Professional Dialogue: Risks and Rewards,” encourages those interested in co-authoring to partner with someone whose skills will balance and complement your own (114). This is true, as well, of writing center appointments, because successful sessions also rely on complementary skills and knowledge. For instance, consultants should know the mechanics for how to write an argumentative essay, but they rely on writers to bring the content knowledge needed to successfully make their argument. So, in a way, there is mutual instruction and feedback happening in every appointment; the consultant instructs the writer on writing practices while the writer instructs the consultant on content. In co-authorship, there may be less instruction on practical writing topics, but each person is going to have different knowledge to add to the project, which they will inevitably have to teach to their partner. We each had two different takeaways regarding what we had learned from each other. For Brice, he learned about accountability from Kylee, as she regularly reached out to make sure the project was still moving forward. Kylee, having no experience with co-writing, though, gained practical knowledge from Brice about the best way to approach our drafting phase.
Trust may be the toughest thing to manage in both writing center appointments and co-writing projects. In a writing center consultation, writers have to trust the consultants are giving them accurate, helpful information that will make their writing and their writing process better. Consultants, on the other hand, have to trust writers are engaged with the project and are invested in implementing the strategies discussed during the session. A writing partnership, likewise, must be formed by people who trust their co-author’s advice and know they are both equally interested and invested in the project For us, we felt confident taking on a co-authored project because we had multiple, informal and formal opportunities to work with each other’s individual writing assignments. Additionally, we had previously met for a writing center appointment over one of Kylee’s class assignments, so we were familiar with how our dynamic would play out. We knew, through experience, that we could trust the other to provide honest, productive feedback, even when it meant taking our ideas in a new, unexpected direction.
Like we said last week, group projects probably aren’t going away anytime soon. We hope, though, that this two-part blog series has provided tools and frameworks to help make future co-writing experiences more fulfilling and productive. Focus on what can be gained from the process, not just the project. Chances are, each member in a co-writing project might feel some hesitancy or discomfort, but rely on establishing healthy boundaries, take ownership of the project, delight in the new information being learned, and find trustworthy people to collaborate with.
Hedgecock, John. “Reflections of Coauthorship and the Professional Dialogue: Risks and Rewards.” Writing for Scholarly Publication: Behind the Scenes in Language Education, edited by Christine Pearson Casanave and Stephanie Vandrick, Lawrence Erlbaum Associates, 2003, pp. 113-127.