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strategy can take advantage of this principle.

Specifically, both partners carry out large-

scale simultaneous but independent job

searches. Each partner—in his or her dealings

with prospective employers—maintains

what amounts to a “Don’t ask, don’t tell”

approach regarding the other partner. Job

offers received by either person allow that

person to bargain from a position of strength

in attempting to place the partner. Some

departments may, however unethically, hesi-

tate to make a job offer to a candidate with a

“spouse problem.” Increasingly, however,

many institutions recognize the prevalence of

this issue and, having made an offer to a can-

didate in this situation, will be eager to deal

with it creatively. Some institutions may even

see a benefit in being assured of acquiring

two excellent faculty or may be able to join

forces with a neighboring institution to the

advantage of both.

To anticipate this process, both partners

should apply, whenever possible, to searches

at the same or neighboring institutions. This

is worth doing even when the perceived

match between applicant and job search is

imperfect, because institutions may be able

to bend the goals of a job search to fit the can-

didate, but be unable to offer a position to a

candidate who did not apply at all. Including

institutions that may not initially seem like

top choices is essential to maximize the

chance of overlapping offers; because pre-

conceptions about institutions are often

changed during interview visits anyway, too

narrow a focus may eliminate what could

turn out to be a golden opportunity.

Geographic areas rich in job opportunities

within reasonable commuting distance of

one another can be particularly promising

for dual career couples. Obtaining positions

in the same department has certain advan-

tages: less commuting, opportunities for

sharing equipment and supplies, and no

need to play phone tag in arranging daycare

pickup. The main caveat is that issues of

independence may arise if both partners

plan to dedicate their laboratories to similar

research areas. In that case, and if the option

is available, it is worth considering whether

being in different departments is preferable.

An asynchronous job search can be more

difficult. The first partner to take a position

has already committed to that institution,

and although one hopes the institution has

reason to want to retain him or her, the

incentive can seem less urgent outside the

context of the initial recruiting effort. In

addition to efforts to add a second position

locally, casting a wider net and being willing

to consider moving together could be both

necessary and desirable.

In the end, reality dictates that no matter

how the job search is run, compromises will

have to be made. Even if two offers at the

same institution are secured, couples in very

different research areas may find disparities

in the offers or in the scientific environment

THE AMERICAN SOCIETY FOR CELL BIOLOGY

CHAPTER 2 • DEALING WITH EVERYTHING AT ONCE 125

A synchronous strategy makes

sense for one key reason: the job

candidate holds the cards during

the interval between receiving

and accepting a job offer.

Each partner—in his or her

dealings with prospective

employers—maintains what

amounts to a “Don’t ask, don’t

tell” approach regarding the

other partner.