So Larry Summers finally stepped down. Even as someone who really has nothing to do with Harvard, I must say I'm glad. It stands to reason that the most prestigious university should probably not be headed up by someone who would actually deign to suggest, as Summers did in 2005, that biological differences between genders may account for differences in standardized test scores in mathematics and--consequently--for why women are so underrepresented on math and science faculties. Those sorts of utterances should surely be left to talking Barbies, who by the way, were ultimately discontinued.
Even if the speech was a forgivable accident--and I don't think it was either--Summers had quite the reputation for bullying and offending faculty (including really nice guys like Cornel West), and his tempestuous reign at Harvard has convinced me even more of the importance of faculty governance, the idea that faculty should have a strong say in University operations, from the curricular to the budgetary, to choices about whom they will call their colleagues and their leaders. Leaving aside his presidential salary of over a half-million Gs, should a university president really be driven around in a black limo with vanity tags (1636)? Why in the world should a university president need his own public relations adviser?
Both of these details, mentioned in the NYT article, point to the larger rift between university administrators and those who work at and attend universities, to the increasingly comfy alliance between Big Business and Higher Ed, and to the backsliding of faculty governance. Consider, for example, these two tidbits from the NYT article:
1. "'How can anyone govern a university where a fraction of faculty members can force a president out?' said Joseph O'Donnell, a Boston business executive who is a former member of Harvard's Board of Overseers and a prominent donor."
and
2. "Josh Downer, 19, a freshman, who rallied for Dr. Summers yesterday, said he believed that disgruntled faculty had forced him out. 'The faculty is throwing a temper tantrum because the president set a bold agenda that doesn't necessarily align with the egos of the faculty,' Mr. Downer said."
First off, I think O'Donnell's strategic use of the word "fraction" is misleading. Last year after the outrageous remarks on gender, Summers received a 218-to-185 vote of no-confidence--a fraction, to be sure, but more than 1/2, which I think counts at least as a robust fraction. And the more recent resignation of the Dean of Harvard's Faculty of Arts and Sciences is a strong indicator as well that faculty confidence in Summers was far from returning.
But worse than that is O'Donnell's presumption that faculty shouldn't have a role in university governance. The American Association of University Professors has a strong stance on the importance of shared governance, has since 1920. At stake in shared governance is education itself, the shape of the curriculum, and the ideals of higher education. If left to the hands of corporate-identified donors or administrators like O'Donnell, Universities become just another site of consumption, higher education just another drive-thru service, with the customers served being businesses who that want better products.
Perhaps even more concerning than O'Donnell's outrage, however, is the way the rather ominously named student, Josh Downer, configures the faculty as children with poopy diapers and monstrous egos. Now, I'm never one to quibble with the size of academic egos, especially at a place like HU, but that measurable faculty response can be dismissed with an image of a snot-flinging, fist-pounding toddler, or, in O'Donnell's case, with the statistical hedging of the minimizing word "fraction," is cause for concern, if not alarm.
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