Changing jobs has made me think harder about a phenomenon I've long been curious about: the way departments (or academic divisions or entire institutions) develop distinct personalities.
That they have such personalities I take as a given, though both the recognition of a particular place's personality and any description of it are bound to be subjective and imperfect. For one thing, we all tend to read the networks to which we belong as normative.
It wasn't until a few years into my first job--after I'd made friends at other places and met their colleagues--that I began to see that, relative to those other departments, my own was more X or less Y, and that my colleagues, on the whole, tended to hold these values and not those. The exact descriptors aren't important, but I'm sure you can supply your own, both for places you've worked or places you know well. Some departments give off a general sense of being cynical, friendly, downtrodden, agreeable, competitive, scatterbrained, efficient, political, argumentative, optimistic, and so on.
But even once I'd started noticing that one department, say, seemed full of awkward introverts while another was cheery and gregarious, I understood this personality to be primarily about hiring (and secondarily about a process of acculturation that reinforced whatever the department's dominant traits might be): a friendly department might subtly preference candidates with certain signs of warmth and energy, and a place where everyone thought of herself as an up-and-comer might hire people who performed ambition in similar ways. And if enough people in a department embodied certain traits or shared certain values, those would get communicated more widely even to those who might not, in other contexts, really be that thing.
I still believe that's an important part of the story. But it's not the whole of it.
The thing is, a department's personality is dynamic and relational, formed by the way individual temperaments and communication styles collide and collaborate--and how they, together, respond to external circumstances. So, yes: you can get a sense of a place by meeting its individual members and noticing that they tend to be warm, or flaky, or self-important, or whatever. But its personality really emerges in its decision-making processes. How do things get done, and for what reasons, and by whom? Who has a voice, and what kind of assumptions and attitudes are on display?
The distinctiveness of those things is a lot harder to gain perspective on when you're living inside a place. I've written before about toxic departments and the way they remold a person's sense of self, but it's not just toxic workplaces that create their own reality. I suspect most departments do, just as most families do. And in the same way that it's easier to see the collective personality of your in-laws than it is to see what's unusual about your own family, it's easier to get a read on a department once you have a) a sense of what it means to be a member of a department, but b) some separation from the department in question.
So yeah: moving at midcareer makes some things extremely obvious. On the one hand, the personality of your new department is likely to be clearer than your old department's was--but at the same time, experiencing a new place inevitably brings the personality of the former into sharper focus.
But being plunked down into a place where the things you took to be normative suddenly aren't also suggests another explanation for how departments acquire personalities. It's not just about hiring, or even about how specific personalities interact with one another. It's about things that happened before you got there and that involved people you'll never meet. It might have to do with a department chair who retired a decade ago, or with a particular institutional crisis or success. Or it's about dynamics beyond the department: the stability of the upper administration; the political climate in your state.
And this raises the question of how long a particular personality persists. Let's say that a given set of attitudes and behaviors are the result of external circumstances, whether good or bad: an inspiring chair and lots of resources; an upper administration with a siege mentality. When those circumstances change, how quickly do the learned responses of a department change? As in a family, there's not a lot of turnover, and early habits can become ingrained. If the senior and mid-career faculty came up under a particular regime, they might still communicate their attitudes to those hired much later.
So who shapes a place's personality? All of us. None of us. But that doesn't mean we're off the hook.