Academic administration

Interview with author of new book on the past and future of higher education

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In a new book, higher-ed thinker tackles difficult questions about the future of college in America.

Study finds leadership gap in British academe

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Survey of British academics finds they are more likely to rely on colleagues than on their administrators or their unions.

Essay on why some colleges can't change

Universities teach about the importance of societal and organizational change, but often have trouble changing themselves in any but the most superficial ways.  As a psychology professor interested in both individual and organizational modifiability, I have studied organizations, including universities, and why it is so difficult for them to change.  Meaningful organizational change requires five elements, and unless all five of them are present, the organization — whether a department, school, college, or university — remains static.

1. Ability to change. The organization needs to be able to change. This may sound like a given, but it is absent in some organizations.  For example, one summer when I was an adolescent I attended a summer session on marine biology at Nasson College in Springvale, Maine. It was a beautiful campus in a picturesque, relatively remote part of Maine. Founded in 1912 as the Nasson Institute, the college closed its doors in 1983. The personnel associated with the college — students, faculty, administrators, alumni — wanted to stay open, but by the time they aggressively sought to stay alive, it was too late — the place was on its way to the graveyard: The college no longer had the financial resources to survive.

Educational institutions may fail to change because they lack the material resources; but they also may fail to stay open because they lack the human resources. An ill-chosen president or board of trustees can send a college or university to a premature burial.  For example, in 1998 Allegheny University of the Health Sciences became the first U.S. medical school to declare bankruptcy. At the time, it had run up a huge deficit as a result of perhaps too rapid expansion.

2. Belief in the ability of the institution to change. Whether or not an institution is able to change, in order for it actually to change, its key stakeholders must believe it can. Like the “little engine that could,” it must think it can. Sometimes the key stakeholders think they are stuck, and the belief that they are stuck essentially creates a self-fulfilling prophecy.

Once when I was applying for an administrative position, I interviewed for a job at an institution that was not doing well financially and suffered from a structural deficit. Part of the interview involved a meeting with key members of the Board of Trustees. I spoke to them of some ideas to raise more money from alumni. The board chair blithely informed me that he thought the problem was that the alumni of the college just did not have the money and hence that I essentially would be wasting my time. He did not believe the institution could change — at least with respect to fund-raising — and he conveyed that attitude toward key personnel. I withdrew from the search.

3. Desire to change. Some institutions are able to change but, for one reason or another, the critical stakeholders don’t want it to. A college or university that views itself as highly successful in some way, curiously, may be stuck in the present or even the past because it has gotten into a cycle of reputation maintenance: it views any change as potentially able only to weaken the organization.

For example, in some universities, athletic programs have acquired a life of their own that has become largely independent of the academic mission of the university. Instead of focusing on athletics as an important form of leadership development in their students, these universities have come, in many cases, to view athletics primarily as a cash cow. Scandals result when the athletic programs become mired in various forms of corruption.  Presidents and trustees of such institutions often know that they need to change, but don’t want to for loss of the cash or fear of the wrath of alumni and various donors. For example, some universities have had serious ethical issues in their athletic program, a fact of which many top-level officials have been aware. But the universities have had their reputations to maintain; so officials were unwilling until too late to implement the reforms that were desperately needed. Some universities are so concerned with preserving their reputation that they are willing to run — only if it is running in place. They may make cosmetic changes but the institution remains fundamentally unchanged.

4. Desire to appear to change. Sometimes what halts modification of a university or one of its programs is fear of the appearance of change. Alumni as well as present personnel may have an image of a certain kind of institution and they just do not want to give up the image. Universities of very high status may be as concerned about their image as about their reality.

For example, some institutions admit at least a portion of their students solely on the basis of standardized test scores. This procedure allows in students with poor records of school achievement, no participation in meaningful extracurricular or leadership activities, demonstrated serious psychological problems, and so on. Other students whose test scores may be as little as one point lower (i.e., well within the standard error of measurement of the test) may be rejected, even though they have demonstrably better school grades, extracurricular activities, or psychological health.  But the appearance of change, more than the change itself, might disturb some people, such as professors and others who believe (usually on the basis of little or no data) that standardized test scores are strong predictors of academic success, or those who believe that setting a minimum test score provides a veneer of academic respectability.

At Oklahoma State University, we are introducing a new program for admissions, Panorama, to place new emphasis on our land-grant mission of admitting future leaders who will make the world a better place to live, measuring the creative, practical, wisdom-based, and ethical skills that standardized tests just do not cover. The goal is not to replace standardized tests, but rather to supplement them in assessing skills they do not measure.

Desire to change and desire to appear to change do not always go together. On the one hand, an institution may be willing to change but its leaders may have to hide the change so as not to offend those who are wedded to the status quo. On the other hand, an institution may go through the motions of appearing to change while its leaders make sure that nothing of any importance is altered.

5. Courage to translate ideas into action. Ultimately, meaningful organizational change requires courage because there are almost always individuals and groups with vested interests that actively and often vocally oppose change.  Members of various interest groups have worked, often for years, to maximize, to the extent possible, the fit of their interests to the way the organization functions; they may view any change as jeopardizing the fit or benefits they have worked so hard to attain.  Moreover, other institutions may be doing what your institution has been doing and it is always easier to follow the crowd than to defy it.  In the end, meaningful organizational change entails risk and requires leaders who are willing and able to persuade enough stakeholders that any threats to their interests are more than compensated for by the benefits to be obtained through meaningful and potentially beneficial change.

Change is not always for the better, of course. But a college or university that is static will inevitably fall behind more dynamic, positively changing institutions. And like any institution that fails to compete, it is on the path to stagnation or death.  A dynamic institution will change and, if the change proves to be in the wrong direction, will redirect itself until it finds a sustainable path. For example, some land-grant institutions, including Oklahoma State, that at one time moved away from their land-grant mission in pursuit of goals that were designed to enhance ratings found that they neither moved toward the fulfillment of their mission nor toward the higher ratings they sought, because they were not moving in a way that was true to themselves. Institutions can change — for the better — if they are able to change, believe they can change, want to change, are willing to appear to change, and have the courage actually to change.

 

Robert J. Sternberg is provost, senior vice president, and Regents Professor of Psychology and Education at Oklahoma State University. He is a past president of the American Psychological Association, treasurer of the Association of American Colleges and Universities and president of the Federation of Associations in Behavioral and Brain Sciences.

Essay: Research universities must pay more attention to student learning

It is my view that most of us engaged in education at our nation’s leading research universities focus our attention upon the wrong issues.  These universities are wondrously complex institutions that defy easy analysis or understanding.  We therefore tend to concentrate upon their most visible components, such as scientific research, star professors, state-of-the-art facilities and technology, economic development, international impact, and football and basketball teams. 

It has become a cliché that American universities are the best in the world. This claim, while valid in important dimensions, can lead to complacency and neglect of serious problems.

Much of our international reputation is based upon two outstanding features of American universities: unrelenting commitment to an atmosphere of free and open inquiry, and excellence in scientific research. These twin advantages attract the best talent from around the world to American universities, not only to our graduate programs but increasingly to our undergraduate colleges as well.

In other aspects of our enterprise, however, we find ourselves hard-pressed. Our funding model, first of all, is under severe duress. States have repeatedly reduced their support of public universities, most severely in the past five years, a disinvestment that now threatens to erode their quality and competitiveness. 

Some public universities have understandably attempted to make up the deficit in state support by raising undergraduate tuition aggressively and increasing the proportion of out-of-state students. But this strategy undermines the public mission of providing access, creates anger in the state, meets resistance in the legislature, and has now attracted the attention of the White House. As states have shifted the burden of paying for college from their general funds to students and their families, the perception has grown that higher education, once seen as a public good, has become a private interest. And these coping mechanisms, if continued, will lead to general deterioration in the quality of undergraduate education, the very part of our universities that depends most upon state support.

At private universities, tuition and fees plus room and board have, in some cases, reached $55,000 per year. Although most students do not pay that full cost, and though generous financial aid policies and endowment spending have actually brought down the real costs for the average student over the past five years, a degree carrying a price tag of well over $200,000 creates automatic sticker shock in the public.  It also raises real questions about whether we have been paying enough attention to holding down expenses. 

The airwaves are rife with predictions of disruptive change coming to the economic model of higher education.  It is no wonder that parents paying and borrowing for a college education steer their children toward practical majors that seem to promise instant employment, and discourage them from studying the liberal arts and sciences in pursuit of a well-balanced education. A private interest in education today means a purely economic one.

From this inversion of values flows our second problem: a redefinition of the purpose of undergraduate education. Fifty years ago, when I started college, there was a widely shared view in America that the purpose of a college education was to prepare students to become educated citizens capable of contributing to society.  College was in the public interest because it gave graduates an understanding of the world and developed their critical faculties.

Today, many Americans believe that the sole purpose of going to college is to get a job -- any job. The governors of Texas and Florida are quite clear on this point, and draw the corollaries that college should be cheap and vocational, even when delivered at major research universities like the Universities of Texas and Florida.  A university education is more than ever seen as strictly utilitarian.  The reasons are clear: a) as more students and families pay a large share of the costs, they naturally want a ready return on their investment; b) the most desirable jobs in this highly competitive job market require a college degree; and c) the gap in lifetime earnings between college and high school degree holders is huge. 

Today, as many Americans hold a purely instrumentalist view of undergraduate education, they want a detailed accounting of its value. Hence our third problem: close public scrutiny and political accountability.  Parents want to know, what did my daughter learn, and how does it contribute to her career? State legislatures want to know: what is the graduation rate at our university? How many undergraduate students do faculty members teach? And much more.

These questions put us in an uncomfortable position, because in some cases we do not know the answers, and in others we know them but do not like them. Many of us have eschewed the use of instruments assessing the value of general education, particularly at our major universities. We have, often for good reason, lacked confidence that such instruments are reliable measures of the value of a research university education, particularly if they are based on a one-size-fits-all approach. 

However, given the level of scrutiny and skepticism in the public and in state houses, research universities need to take this issue seriously. 

The professionalization of the professoriate has been crucially beneficial for research and graduate training at many institutions, but at most large universities, it has been problematic for undergraduate education. Several recent studies, some flawed but still indicative, have revealed that a significant percentage of students do not improve their critical thinking and writing much at all in the first two years of college. This should come as no surprise, given the dearth of small classes requiring active participation and intellectual interaction.

Too many students are adrift in a sea of courses having little to do with one another.  Many courses, even at the upper division level, have no prerequisites, and many require no debate or public speaking or the writing of papers that receive close attention and correction.  A student’s curriculum is a mélange of courses drawn almost haphazardly from dozens of discrete academic departments.  And there is substantial evidence that students are fleeing demanding majors in favor of easier ones that have the added lure of appearing to promise immediate access to jobs.

The combination of drastic state disinvestment in public universities, student careerism, and pedagogical failings of our own has serious consequences for the country. To take one significant example, we now know that more than 50 percent of the students starting college with a stated desire to major in science or engineering drop out of those majors before graduating.  

We can no longer blame this problem entirely on the nation’s high schools. A substantial body of research demonstrates conclusively that the problem is frequently caused by poor undergraduate teaching in physics, chemistry, biology, math, and engineering, particularly in the freshman and sophomore years. Students are consigned to large lecture courses that offer almost no engagement, no monitoring, and little support and personal attention.  The combination of poor high school preparation and uninspiring freshman and sophomore pedagogy has produced a stunning dearth of science and engineering majors in the U.S.  Our country now falls well behind countries like China and India in turning out graduates with strong quantitative skills. 

According to the Organisation for Economic Co-operation and Development, the U.S. in 2009 ranked 27th among developed nations (ahead of only Brazil) in the proportion of college students receiving undergraduate degrees in science or engineering.  As a result, American students are a dwindling proportion of our graduate enrollments in science and engineering. An administration report not only states that foreign students are earning more than half of U.S. doctoral degrees in engineering, physics, computer sciences, and economics but also estimates that the United States, under current assumptions, will in the next decade under produce college graduates in STEM fields by one million.

I fear the practical as well as intellectual consequences of these trends. However, I am not a pessimist; I am a realist. In this, the 150th anniversary year of the Morrill Act, I think we can do something to reverse these trends, if we muster our collective will to do so. The anticipated report of the National Research Council on the state of our research universities will, I hope, focus national attention on the problems and opportunities confronting these vital institutions.

But over time, the renewed public investment in higher education that our country needs is unlikely if we do not acknowledge our own shortcomings and begin to address them. First, we need to say loudly and clearly that improving undergraduate education will receive our closest attention and best efforts. We need to alter faculty incentives by making undergraduate teaching at least equal to research and graduate teaching in prestige, evaluation, and reward. And we need to do research-based teaching that takes account and advantage of the latest findings of cognitive science, which are extensive, on how students learn. In brief, they learn by doing, not by just listening to someone else; they learn by solving problems, not by passively absorbing concepts; they learn best in groups of peers working things out together.

Fortunately, some of our best universities are leading the way. Initiatives at such institutions as Johns Hopkins University, Stony Brook University, the University of Michigan, Stanford, Yale, and others offer great encouragement. The remarkable thing about them is the acknowledgment by faculty that we need to focus much more attention on undergraduate education, and that we need to deliver it more effectively than we have been doing. I find these examples exhilarating and promising.

At the Association of American Universities, we hope to disseminate the findings of such research across our universities, both public and private, and thus to stimulate more students to persist in their study of math and science and engineering. We have embarked on a five-year project led by top scientists and experts in science pedagogy designed to help science departments implement these new teaching methods. One of my hopes for the future of research universities is that student learning will be at the center of faculty concern, research will inform teaching, undergraduate classrooms will be places of engaged, participatory learning, and a university education will be not just a means to an entry-level job, but an invitation to a lifetime of learning.

I am well aware of the difficulty of changing those cultures. It will take a broad and deep effort to realize serious and sustainable gains.  The stakes are high, not just for our universities but for the country.  In the global knowledge economy, an educated public is essential not just to economic competitiveness but to national well-being. 

Hunter Rawlings is president of the Association of American Universities. This article is adapted from a speech delivered on February 28, 2012, at the De Lange Conference at Rice University.

Survey finds 2 percent increase in mid-level administrative salaries

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Raises were larger at private colleges and universities than at public ones, survey finds.

Emerging Challenges and Opportunities in Higher Education

Date: 
Sat, 04/28/2012

Location

2 Silber Way
02215 Boston, Massachusetts
United States

At worldwide gathering of educators, differences emerge

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At gathering of university leaders from around the world, some are unwilling to embrace the critique of higher education currently popular in American circles.

ACE annual meeting focuses on enacting change within shared governance

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While colleges face major questions, this year's meeting of the American Council on Education suggests that tackling them is impossible without winning over campus stakeholders.

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