Sign Language Interpreting: The Danger of the Idea That Transformed the Profession
How has the push for the professionalization of sign language interpreters affected our influence on larger systems, and on our related stakeholders? Brandon Arthur asks us to reflect on how we got to where we are, and how to redirect our engagement to the industry.
Decades have seen the sign language interpreting profession quietly transformed by a single, powerful idea—sign language interpreters are professionals. This single idea has created the momentum necessary to move the field from a hand written list of volunteers to a vast web of public and private entities, interest groups and regulation—an industry.
Is it possible that the power of this ideal has left us, the sign language interpreter, with a dangerous blind spot when engaging with the broader industry? Meaning, has the dogged determination to qualify as a profession prevented us from seeing what is necessary to effectively govern one?
What follows are a few things that gave me pause as I considered this possibility.
It occurs to me that the opportunities and threats faced by our profession is no longer the result of industry stakeholders (consumers, sign language interpreters, associations, businesses, service providers, educational institutions) being divided, but rather as a result of them being connected. One might consider the sweeping impact FCC VRS reform has had, and will yet have, on the sign language industry as an example. If this interconnectivity is real, and I believe we have examples to demonstrate that it is, we could logically conclude that the industry has evolved into an integrated system of stakeholders; where each is directly or indirectly impacted by the action of another.
If the industry is in fact integrated, wouldn’t the very basis of our engagement with other stakeholders need to change? Might this suggest that we are attempting to address current issues with an antiquated approach.
If yes, have we, the profession, stumbled over our own feet?
In seeking the specialized knowledge and skills to qualify as a profession and as professionals, it occurs to me that we appear to be failing to prioritize an important aspect of our long-term viability—expert knowledge of the broader industry. One might consider state licensure laws passing in the face of outraged interpreters as an example of why this is gives me pause.
Is late or weak engagement by sign language interpreters on broader industry issues because we are indifferent to what occurs around us or is it that we are simply unaware that the issues even exist? Or, is it because we don’t have the know-how to obtain the information needed to form an opinion? Worse yet is it our view that, “there is no industry without the interpreter” and it will work itself out?
If we are unable to effectively form an opinion and engage on industry related issues ourselves, is it possible to collaborate with industry stakeholders on broader issues?
In my view, for the profession to be effective long-term, ignorance can’t possibly be bliss in this instance.
In an environment where the stakes are high and the pace of change quick, it seems important that sign language interpreters are able to quickly equip themselves with information. Do we have the channels necessary to effectively deliver information across the profession and industry? Can these channels effectively mobilize interpreters if necessary? If no, does that suggest our infrastructure is insufficient to effectively administer the profession?
If we don’t have an infrastructure of size, does it mean we have information siloes and expensive duplications of effort brewing?
What I do know is that if people don’t have sufficient information to form an opinion regarding the system they are part of, they will feel overwhelmed by it, homogenized by it, and/or unwilling to invest in it.
I don’t believe interpreters are any different.
As a profession, we have made great strides over the past 40+ years. Again, the early momentum of the sign language interpreting profession was possible because of our dogged determination to be recognized as a profession.
In my view, we need to refocus this determination on a few things.
-Leverage our interconnectivity to other industry stakeholders
-Remain aware of industry threats and opportunities in real-time
-Effectively distribute information across the profession and industry
-Extend our passion for skill development to the acquisition of broader knowledge
A focus on these items will assist us in effectively navigating the challenges of administering the profession long-term, which I believe is necessary if we are to maintain our position and success within the industry.
Is there other action we should consider?