Landscape structure, insect herbivory, and ecosystem services

I’m pleased to announce a new publication to come out of the lab, with lead author Dorothy Maguire and co-authored by Elena Bennett and Patrick James. In this work, Dorothy ponders and writes about the broader implications of insect herbivory. More specifically, how insect herbivory is affected by landscape connectivity (i.e., the degree to which habitats are linked to each other), and how plant-feeding insects may relate to ecosystem services (i.e., the values and services that humans get from our natural systems).

Female (l) and male (r) Gypsy moth, caught in the act.

Important insects when, as caterpillars, eat a lot of foliate: Female (l) and male (r) Gypsy moth, caught in the act.

We certainly know that insects can do all kinds of damage to plants in ecosystems, but do insects in more (or less) connected habitats do more damage? To address this question Dorothy scoured the literature and got the relatively unsatisfactory answer of “sometimes”: 49% of the papers suggest increased connectivity relates to more insect herbivory and 28% of the papers show less herbivory in more connected patches. The lack of a clear answer actually makes quite a bit of sense since every context can be quite different, and not all insects are equal. It is hard to generalize since effects in forests will not be the same as in fields, and insects that are out-breaking (i.e., with major population explosions) may be affected differently than non out-breaking species. Dorothy certainly found these contexts were important. The results were important to illustrate how we need to adapt any management options with close attention to both landscape feature and their interaction with the life-history of the herbivore.

The second part of Dorothy’s work delved deeper into the literature to ask about the effects of out-breaking versus non out-breaking herbivore species on a select suite of forest ecosystem services: effects on timber production, aesthetics, soil formation and Carbon sequestration. There were some interesting results of this and again, any particular effect of herbivory on an ecosystem service was highly sensitive to the outbreak status of the herbivore. For example, the aesthetics of a forest can be positively affected by low levels of herbivory since this may help create pleasant conditions for light infiltration to the forest floor. However, an out-breaking species may defoliate a tree more completely, thus reducing the aesthetic value. Another example is that low levels of herbivory may positively affect timber production because trees may show “compensatory” growth after light feeding by an insect. In contrast, timber production will be negatively affected by high levels of defoliation as this may reduce a tree’s ability to grow. Although some of these results may seem rather logical, Dorothy’s work was unique as it showed how the scientific literature supports the connections between a herbivore’s life-history and key ecosystem services.

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Visual representations of the hypothesized relationships between insect herbivory and ecosystem services. Specifically (a) timber production, (b) aesthetic value of forests. Graphs are divided into four sections representing positive and negative effects of herbivory on ES, during non-outbreak (low) vs. outbreak (high) levels of herbivory. Quadrants are coloured differently based on the hypothesized strength of the effect of herbivory on ES: weak (light grey), moderate (dark grey) and strong (black). Proposed relationships are derived from synthesis of the available literature. From Maguire et al.

The last part of the work was focused on building a conceptual framework – a framework that ties together landscape structure, the process of herbivory, and ecosystem services. This is meant to be a road map for any stakeholders with an interest in any or all of those factors. For example, should a forest manager be tasked with understanding how to increase or support a particular ecosystem service, she or he needs also to recognize how that service is tied to important processes such as herbivory, and the related connections to the broader landscape.

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This work is novel and important because it links the well known process of insect herbivory to concepts of ecosystem services and to the discipline of landscape ecology. The marrying of these areas is critically important as we face increasing pressures on our natural systems, and the complexity of the systems can be overwhelming. We hope this work piques more interest in this topic, and that the framework Dorothy provides is useful to all the stakeholders.

Reference:

Maguire, DY, PMA James, CM Buddle & EM Bennett Landscape connectivity and insect herbivory: A framework for understanding tradeoffs among ecosystem services. Global Ecology and Conservation. doi:10.1016/j.gecco.2015.05.006

 

Spiderday (the sixth)

Here it is… the sixth installment of SPIDERDAY! I scoured the “web”, and found you all the arachnological links from last week:

Opiliones

Not a spider, but an Opiliones (Harvestmen, or Daddy Long Legs). Photo by Nash Turley.

not freckles

Spider book update: Help us pick our species!

We’re writing a spider book! Chris Buddle and Roar will soon present a happy volume packed with eight-legged greatness.

Each chapter will highlight a common species: a plain language and scientific overview of the biology and natural history of common spider species of North America. That’s a big task, because of the hundreds of potential candidate species, we’ll only highlight a dozen or so of the most common.

We need your help: Many of you provided valuable feedback on your favorite spidey friends, and we have already spoken to loads of Arachnologists, but we want to know what’s on everybody’s minds (spiderly speaking). See our chapter candidates and let us know if we missed a North American species SO INCREDIBLE IT MUST BE INCLUDED!

Here are the species we are proposing as “main chapters”:

Argiope aurantia (garden spider, or writing spider)Argiope

Oxyopes salticus (the striped lynx spider)

Oxyopes

Neoscona sp. (orb-weavers)

OrbWeb1OrbWeb2

Misumena vatia (goldenrod crab spider)

Misumena

Dolomedes sp. (fishing or dock spiders)

Dolomedes

Salticus scenicus (zebra jumper)

Zebra

Parasteatoda tepidariorum (American house spider)

HouseSpider

Latrodectus sp. (widow spiders)

Widow

Pardosa sp. (thin-legged wolf spiders)

WolfSpider

Cheiracanthum sp. (ceiling spiders)

CeilingSpider

Agelenopsis sp. (funnel-web spiders)

Agelenopsis

Phidippus audax (bold jumping spider)

Phidippus

Frontinella communis (bowl and doily spider)

Frontinella

Sphodros niger (black purse-web spider)

Sphodrus

And our candidates for sidebars:

Mastophora sp. (bolus spiders)

Scytodes thoracica (spitting spider)

Walckenaeria sp. (money spiders, or micro-sheet web spiders)

Dysdera crocata (wood-louse hunter)

Loxosceles reclusa (brown recluse)

Tetragnatha sp. (long-jawed orb weavers)

Tibellus oblongus

Peckhamia sp. or Synemosyna (ant-mimicking jumping spiders)

Herpyllus ecclesiasticus (Parson’s spider)

Trochosa terricola (wolf spider)

Gasterachantha cancriformis (spiny-backed orb weaver)

Pholcus phalangioides (cellar spider)

 

So… what do you think?

Comment here or email us your thoughts, feelings, or weird spider dreams (only if you really want to)! Your spidersenses are valuable to us!

Thanks!
Yours in spidery greatness,

Chris and Roar

 

/\/\(o00o)/\/\

The Challenges and Opportunities of University Administration: reflections from a Deanlet

A “Deanlet” is a cutesy name for an Associate Dean. I have no idea who came up with this title, but I first heard it from Terry McGlynn about a year ago, just before I started my first year as an Associate Dean of Student Affairs. Yes, it’s been a year. A very quick and exciting year. And a year is a good point to stop, pause and reflect on life as an Associate Dean*.

An Associate Dean is a level of the university administration just below a Dean (who typically oversees a Faculty). A Deanlet helps run a Faculty because there are too many bits and pieces for one person to handle. In my case, I oversee the affairs of undergraduate students in our Faculty (of which there are about 1,400 undergraduates). This includes recruitment efforts, aspects of student records, dealing with and helping students in academic difficulty, sitting on various committees at various levels in the University, working closely with my Faculty’s executive committee to help establish and oversee larger projects, and a myriad of other tasks (for example, reading names at convocation – something I get to do tomorrow!). In my role I spend a lot of time communicating and collaborating with students, staff, professors, and administrators. I see and experience many aspects of our Faculty.

So, let me report and reflect on three challenges with being a Deanlet, and three of the greatest opportunities that the position has offered me in the first year.

Challenges:

1) Perhaps the biggest challenge in my role has been learning how to help students in difficulty. Student wellness is a priority for me, but it’s not always easy to navigate and find the best solutions when students are struggling, and every situation is context-specific so few ‘generalities’ exist. Sometimes the struggles are academic, and sometimes they involve issues of mental or physical health. I’m often on the front line, and have to make difficult decisions: decisions that affect people. This can be stressful and difficult at times, and certainly means the work doesn’t always stay at the office. Thankfully I have received some excellent training, and have a great team to help, I feel supported, and I am gaining experience that will certainly help me into the future.

2) A second challenge is time management: I have meetings scheduled almost every day, and although they are worthwhile and important, they take time. I remain active as a teacher and a researcher, and I will continue to have a lab and teach my classes, but it can be difficult to balance everything. Before becoming a Deanlet I had a high degree of flexibility in my schedule, which is something many Professors value. However, that flexibility is much diminished, and it has required a lot of adapting. I have no regrets and I expected this (and no, I’m NOT complaining about how busy I am), but I would be lying if I didn’t state that this year has been a big adjustment. The other issue around time management is that when many hours are spent in meetings, this means squeezing other work into weird times of the day.

3) Being a Deanlet sometimes places me in a position of having navigate collegiality: being a colleague in one circumstance, but an Associate Dean in another, can be a challenge. I sometime have to make decisions that do not always please my colleagues (e.g., here’s a new policy XYZ that required you to change how you fill in paperwork XYZ), but also collaborate with my colleagues in research projects, in teaching and on committees. Another example is when a student brings an issue to my attention, perhaps in reference to a grade they received – I sometimes need to bring this to the attention of an instructor and these are not necessary simple or easy discussions. We are all adults, of course, but there is sometimes a divide between administrators and academics, and a professor who is an administrator (this is more-or-less the model at my institution) needs to be cognizant of the different hats, when to wear them, and how to strike the right balance. That being said, I can honestly say that my colleagues have truly been collegial. In my opinion, our institution runs relatively smoothly and effectively in part because our administrators keep one foot in the classroom and research lab.

Opportunities:

1) It may sound cliché, but the best part of my Deanlet position is the people I get to interact with. A professor sees students in a classroom or research lab, and interacts with her or his peers, and certainly a Departmental chair, on a regular basis. A Deanlet gets to do this, and more: I see students for a suite of reasons (beyond teaching), and I meet Profs from many different corners of the University, largely because of the University-level committees I sit on. I also work in an office with *amazing* staff, who really run the show! These are individuals deeply committed to the University, and who have the students’ best interests in mind. A university runs well because of its staff, and the Deanlet appointment has afforded me very new and important perspectives on this. In general, Academic staff do not always appreciate the administrative and support staff, and the stresses and challenges they face. This is among the most valuable lesson that my Deanlet appointment has given me so far.

2) The second reason being a Deanlet is a great opportunity is because it places you in a position to understand the inner workings of a University. I have been able to see how the different arms of the University operate, and been in a position to compare and contrast operations in different Faculties with those in my own. It has allowed me wonderful insights into my institution, and allowed me to be an active player in the future directions of my Faculty, something I had hoped to do as part of this appointment. It is sometimes easy to criticize the ‘administration’ from the outside, but once being part of the process, I am much more sympathetic and sensitive to the reasons why some processes, policies and procedures are a certain way, and I am learning about how the system of collegiality at a University works to make change, and why that change sometimes takes time.

3) From a more selfish reason, a valuable gift of my Deanlet appointment is the constant learning it has provided: every day is different, there are always new projects, and the academic year brings different waves of activity, with each wave bringing its own sense of adventure. I’m the sort of person who thrives on variation, and thrives on new problems to solve, whether it be learning the finer points of a student assessment policy, or figuring out the best wording for recruitment materials. A University is a complex place, and delightful in this complexity. University Administration is another set of doors, levers and handles, and figuring out what they all do, and where they all go, is a good fit for me.

I hope this post provides some insights into the role of an Associate Dean in a University (don’t believe everything you read!). Of course, every University is different, and many of the challenges and opportunities will depend on institutional contexts and culture, but I would also think that some of the challenges and opportunities are relatively general (any Associate Dean’s out there wish to comment, below?). When others are afforded the opportunity for administrative appointments, I hope it’s considered seriously, as it’s certainly been a rewarding experience for me.

I will end with a sincere thanks to all the people who have supported me over the past year. The learning curve has been steep but my colleagues, staff, mentors, and my family have been patient and supportive. I’m excited and feeling ready for the years ahead.

—-

* I’m not 100% sure why I wrote and published this post. And it was one that I wavered on for a while. However, I suppose it’s a way to time stamp my own thoughts, for selfish reasons – at the end of my term as a Deanlet, in four years from now, it will be interesting to see how my perspectives change. Perhaps it also because many people don’t know what a Deanlet does and I wanted to provide a glimpse into this portfolio.

Spiderday (the fifth)

Here’s your fifth instalment of SPIDERDAY here on the arthropod ecology blog: all the arachnid links from last week:

Pseudoscorpions 'catching a ride' on an insect. Photo by Sean McCann

Pseudoscorpions ‘catching a ride’ on an insect. Photo by Sean McCann

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© C.M. Buddle

A University in the future

What will the University of 2050 look like?

This was the fundamental question that guided a three day workshop /conference /event that I attended last weekend (you may have seen some activity on Twitter about this!). It’s a very difficult question, but an important one! Conference attendees prototyped a future university but did this in a very structured way, starting with a discussion (on the first day) about the “core values” that need to remain in University 35 years from now. There was general convergence around these values: critical thinking and unfettered curiosity, access & freedom of expression, diversity, community, and the importance of person-to-person interaction.

The second day was devoted to discussions about “game changers” – broader factors that might challenge the core values of Universities. These game changers included external factors such as shifting geopolitics or environmental catastrophes, to technological advancement such as artificial intelligence, “holodecks”, cognitive enhancement or ever-increasing life expectancy (and its implications), or some kind of Black Swan event.

Day three was about designing a future University given the core values and given the influence of game changers.

Here’s my group’s vision* for an institute of Higher Education in 2050: an institute we called “Horizon University”.

—–

Horizon University is still a campus, but is part of a globally connected network of Universities. Campus remains as a physical space for intellectual discussion, social engagement, clubs, activities, and a safe space for its students. The students themselves are from around the world, and many are returning to University after holding down a first (or second) career for many years. Although many students may attend HU classes virtually, there will still be students who will be present, physically, in classes. There are no longer large lecture halls, and instead HU is comprised of suites of collaborative learning spaces. Enrolment in a class may be large but the number of participants in each room remains small: the instructor’s avatar can move among the rooms. Students are paired with peers in most activities, and collaborative learning is the norm.

Our group's visual representation of Horizon University, warts and all.

Our group’s visual representation of Horizon University, warts and all.

Failure is also the norm: the process of learning takes precedence. The instructor is less a “professor” and more of a facilitator, largely because the sum of all information is at everyone’s fingertips (or implanted in our neuro-cortex). The classes are mostly “topic” or “project” based, because Universities are nimble, agile, and a place in which research and teaching are focused on society’s needs and struggles, although there remains places and spaces to discover for the sake of discovery. Professors still exist as subject experts, but are never working in isolation. Learning is truly interdisciplinary.

Classes run 24 hours a day, 7 days a week, and individuals from outside of HU may (virtually) drop into classes that are of interest to them. Many of the administrative functions of HU itself are largely run with the help of AI (artificial intelligence). In fact, AI acts as a type of “virtual assistant” for students: helping students schedule and get to class, checking in on their health and wellbeing, and doing the (objective) course assessments (i.e., to divorce this from the act of instruction), and doing the credentialing (assuming some kind of “degree” is still granted). The AI assistant can pick up on cues related to student wellbeing, and help get a student in to see a real person whether it is for counselling, advice, or to meet the facilitator for a course they are following.

—–

Our group then assessed what important actions would be required to see Horizon University come to fruition, and we felt there needed to be, in this order, (1) equality (ie, at a global scale), (2) teams of people to develop AI, (3) interdisciplinarity (within and among institutions) (4) rethinking the concept of “9 to 5″ to the concept of “24/7″ education, and (5) complete redesign of all learning spaces.

We then thought about the feasibility of those five actions, into the future, and came up with the following order: (1) learning spaces, (2) AI development, (3) 24/7 scheduling, (4) interdisciplinarity, and (5) Equality

Clearly feasibility doesn’t align with the importance of the actions, which is itself interesting, and challenging!

Caveats: I don’t believe everything we came up with, nor should you. Our group didn’t agree all of the time, and there are certainly some rather large flaws in some of the ideas, the logic, and the entire model may not be economically feasible.

But it doesn’t matter: it’s about the discussion. It’s about reflecting on the things we value in a university and the challenges we face. It’s about charting a path forward in an increasingly technological age and an age where research and knowledge is moving in new directions and where we are questioning fundamental concepts around teaching and leaning. Prototyping a University in 2050 is about starting a conversation and being part of an incredibly exciting time.

On a more personal level, the most valuable part of the experience was learning from people from different places, different career stages, and from different perspectives. The conference included writers, artists, computer programmers, undergrad and grad students from a suite of disciplines (e.g., humanities, social sciences, and STEM), professors, university administrators and more. It forced me to open my mind, listen, and reflect on my own biases. There is so much value in diversity, and tackling questions about the future of University means bringing in as many stakeholders as possible.

I leave you with a few questions:

What do you envision as the future of your own institution?

What are your ideas about how to maintain core values of a university in the face of game-changers?

How can technology facilitate higher education?

Have you had this discussion at your own institutions? If so, what have you learned?

Please join the discussion. And you can follow the Event Horizon Blog here.

Postscript: the day after the conference I did some field work in an amazing forest near Montebello Quebec (see photo, below). What a contrast after three days of intense discussions, full of technology, data and information! I breathed in fresh air, watched some butterflies for a while, heard the birds singing and there was no cell reception. It was wonderful, refreshing and uplifting. This had me reflecting a bit more about a University of the future, and how that University should perhaps be much more closely integrated with our natural systems. That would be a good goal.

The forest.

The forest.

——-

*  I hope I have adequately described the key aspects of our group’s vision – it was more detailed then what I have presented, and I wholeheartedly admit that my writing may not reflect everyone’s opinion of our prototype University. (Sorry if this is the case!)

© C.M. Buddle (2015)

Spiderday (the fourth)

Congratulations – you’ve made it through the whole week, and are now ready for SPIDERDAY! Some Arachnological finds from the past week:

First, amazing image of a developing spider:

Yes, they are adorable. (also, Chululu)

Yes, they are adorable. (also, Cthulhu)

A quick sketch of what it looks like when a spider "takes off" by ballooning.

A quick sketch of what it looks like when a spider “takes off” by ballooning.

© C.M. Buddle (2015)