So it was, on this mostly lazy day, that Teller wondered what could conceivably happen next. Just when he believed that things would certainly settle down on the Cascadia College campus (it was late December, final exams were over, and his faculty had scattered to the four winds, after all), stuff kept happening: events that were, unfortunately, consistent with the perpetual, overwhelming feeling of trying to function in a totally whacked-out (to use a technical term) environment. Sadly, Teller’s experience of the current “holiday break” seemed to be a continuance of the end-of-term craziness that he had just lived through.
For, even before the current semi-lull, there had been increasing intensity surrounding the conversations (that is to say, expressions of extreme doubt) about the institution’s leadership. One afternoon, for example, after the Thanksgiving holiday, Cascadia’s president distributed, to all staff, a draft version of the position description that would be used to recruit for the provost position sometime after the beginning of the new year. (Dr. Mennace, the current provost, was, at present, occupying the job on an interim basis.) Several of Teller’s faculty members had criticisms of the document, some of whom forwarded their concerns to the president. Many were just plain terrified that Dr. Mennace would not only apply for the job, but eventually secure it on a permanent basis. This prospect caused a huge amount of distress among Teller’s faculty, who, as noted previously, had significant distrust for just about everybody in the current administration.
Following the document’s distribution, Teller was approached by faculty members, often several times a day, about his intentions. Practically every single one of these interactions was not only to engage in a conversation about the status of his thinking, but also to encourage Teller to submit an application for the job. For although Teller was a member of the current administration, he had something that others in instructional leadership apparently did not: the trust of the faculty.
Naturally, Teller was flattered by all this attention. But he was not as elated as might be expected. The feeling of being wanted was, of course, exceptionally wonderful. However, the chaos that was the Cascadia College campus was not something Teller was convinced he could positively affect, even from the senior academic officer post: if he had the skills to provide assistance, to facilitate the change that was required, did he have the will? Did he have the energy?
Teller had become even more convinced of the continuing downward spiral of the institution during the previous twenty-four hours of this “break,” when one of his department chairs, a very talented person in the sciences, informed him that she was leaving Cascadia at the end of the current academic year. She had just accepted a teaching position in a neighboring state. This would be the second major loss to that department during the year, and Teller interpreted the development as yet another sign of the institution’s decreasing viability. When an organization keeps losing its best and brightest (and this was part of a pattern of continuing massive turnover, with three top-level administrators also leaving during the Fall quarter alone), when anyone who has an escape route uses it, then there is something definitely very rotten, as they say, in the State of Cascadia.
Of course, Teller continued to have his own struggles with the college’s leadership. For although Dr. Mennace was the chief instructional officer on campus (at least for the time being), he bore little similarity to Teller with respect to education, experience, philosophy or interpersonal skills. In terms of both personal and professional background, Teller and Mennace came from vastly different worlds. Whereas Teller was (among many things) a researcher, scholar, intellectual, therapist and consensus-builder, Mennace 
embraced a military model, viewing himself a field commander in a theatre of action. While Teller listened, Mennace gave orders. The following relationships seemed to apply: Teller/Mennace = comedy/tragedy; yin/yang; order/chaos. In other words: an obvious mismatch (given that there seemed to be no way to “complement” the Mennace paradigm).
Not surprisingly, the matter of leadership-style differences manifested themselves on a regular basis, and this had happened again during the holiday hiatus. In the case of a faculty member who was apparently skirting some safety rules, Mennace (being “the decider” that he is) expressed an inclination toward summary dismissal. Teller was nothing short of appalled, as he argued for a more (humane) developmental, due-process kind of approach.
Teller was extremely grateful that the holiday was finally here. Perhaps he could put these struggles aside for a bit. He was going home, to stay away from the office and the instability of the campus for an entire ten-day stint. Teller wanted to relax. To breathe. To spend some time with friends. And to prepare his own escape: he had some job applications he intended to complete.