What I am about to write is easily one of the funniest things that has ever happened to me. It started with an op/ed column published in the FT on Monday. Here is the article:
| HD | FT.com site : Lucy Kellaway: The thankless task of academia. |
| BY | Lucy Kellaway |
| WC | 935 words |
| PD | 27 February 2006 |
| SN | Financial Times (FT.Com) |
| SC | FTCOM |
| NGC | Financial Times - Print and Online |
| GC | CTGFT |
| LA | English |
| CY | (c) 2006 The Financial Times Limited. All rights reserved |
LP | If I had to write down all the senior management positions I would hate to hold the list would go on forever. All big management jobs are beastly: they are stressful and frustrating and almost always end in failure. Yet at the top of my list of undesirable jobs would be running Harvard University, where Larry Summers resigned as president last week - just in time to save himself the ignominy of a vote of no confidence. It is not just the top slot at Harvard I would turn down. It is the head of any university, in particular a successful one. |
TD | The point of being at the helm of a ship (or organisation) is that you get to steer the thing. In most companies changing course is hard; at big, successful universities it seems impossible. Not only did Mr Summers get nowhere at Harvard, things don't seem to be going much better at my old university, Oxford. There, John Hood, an outsider and a New Zealander, has also shown the brass neck to try to shake things up a bit. One of the academics leading the charge against him is Peter Oppenheimer, a clever and amusing man who was an economics tutor of mine. (I remember him pacing up and down his wood panelled study at Christ Church looking restless as I plodded through my essays while he cleaned out his ear with an expensive fountain pen.) Mr Oppenheimer was quoted in The Times this month saying that Hood was "absolutely intolerable". "He is a very disagreeable man. It is more than just a particular issue, it is the style of governance." This sort of plain talk is bracing for its anger and its honesty but it is also childish and petty. It is inconceivable that anyone in the private sector would make a personal attack like this in public. If they did theywould be fired, and rightly so. Mr Hood may be disagreeable. And he may well have some bad ideas. Yet even if his plans for change were good I very much doubt if he would have the slightest chance of bringing them about. The reason is that academics, especially good ones, make employees from hell. There is little about their abilities, dispositions or the structure of their work that equips them to be components in a modern, flexible organisation. I can think of seven things that make them entirely unsuited for such a part. *They are very clever. This is not an advantage in most institutions as it means that they can think for themselves. (They may not actually be that clever, but they think they are - which may be worse.) *Some have spectacularly low levels of emotional intelligence, which is often more important than IQ in getting things done. *They are not team players, to put it mildly. Many are introverted. Moreover, the structure of university life means their colleagues (in most subjects save science) are their rivals. *Criticism is a way of life. The mind of the academic is trained to pull holes in things. So when presented with a new initiative, they question it and deem it a waste of time as a matter of course. *There is no line of authority. In a big company everyone sucks up to their bosses and agrees with them. In a university, there is less to be gained by brown-nosing, so disagreement prevails. *They are complacent and have an interest in the status quo that has given them secure jobs and pensions. *Because their status largely depends on their research, which may only be understood by a tiny number of people, insecurity, pettiness and bitchiness often result. The grander the university the bigger the egos and the worse all these factors tend to be. Things are made worse when one considers the type of person who gets the dean's (or principal's) job. They tend to be respected academics who have risen to the top by the power of their research - and the determination of their networking. They may have little notion of how to manage things. They may also have some of the personality shortfalls of the academics themselves, writ large. Think of Mr Summers. Someone who knows him described him to me as "brilliant, infantile and insensitive", with an EQ close to zero. Increasingly, universities are run by people who are trying to embrace what they see as modern management techniques. This can be catastrophic. They import third-rate management fads that the private sector has already junked and implement them badly. University College London got into a mess last year when it spent GBP600,000 ($1m) rebranding itself as UCL. Its staff were not amused by a 51-page booklet telling them how to use the new logo, containing edicts that all images should be "vibrant and aspirational" - such as two people jumping into the sea. They were also given two dozen words including "challenging" and "liberalism" that they were encouraged to use when communicating with the outside world. All of which would have been insulting to the intelligence of a humble office worker, let alone an esteemed academic. The conclusion has to be this: universities function adequately enough when everyone is left to their own devices. Incompetent management seems not to matter, the ship goes on sailing. The trouble comes when drastic change is needed. In which case there will be many more resignations from unfortunate reformers such as Mr Summers and Mr Hood and many more tears and tantrums before bedtime. |
RF | 47421850 |
IN | i983 : Educational Services | ibcs : Business/Consumer Services |
NS | c411 : Management Moves | c41 : Management Issues | ccat : Corporate/Industrial News | ncat : Content Types | nfact : Factiva Filters | nfcpex : FC&E Executive News Filter | nfcpin : FC&E Industry News Filter | nedc : Commentary/Opinion |
RE | uk : United Kingdom | eecz : European Union Countries | eurz : European Countries/Regions | weurz : Western European Countries/Regions |
PUB | The Financial Times Limited |
AN | Document FTCOM00020060228e22r0000a |
Now, even me, who has formally "worked" in academia for less than 6 months, knows that this is just the most moronic and erroneous analysis of adacemia ever conducted. I decided to write a letter to editor of the FT about it. Here's my
original letter, entitled "The Un-Romantic Lives of Academics":
Sir, while I found Lucy Kellaway's most recent column concerning the difficult task of managing academics interesting, her analysis is skewed by her romanticizing of the life of an academic. It is common for most to elevate academics above the masses, forming ideals of academics as genius demigods whom cannot be reigned in by authority. This is far from the truth, especially in the sciences (contrary to her assertion) where cutthroat tactics are employed by scientists to emerge triumphant over rival scientists or labs. Within academia, an even further romanticizing occurs concerning those engaged in science (as displayed in Chris Wilkinson's article of the same day).
Due to the power structure of academia and the "tiny number" of professionals who may understand a specific field of research, brown-nosing may be more prevalent in academia than in any other institution; often, the opinion of one senior faculty member is all that is required to elevate a more junior academic to a position of increased institutional power. Her claim that, "There is no line of power" would appear true on a superficial level, but for those of us observing these institutions from within, a clear line of authority is observed, one based on faculty rank, clout within one's field, frequency of article citation, etc. Furthermore, this subtle form of power struggle, contrary to her statements, forces academics to be "team players." In order to follow the rules of power within these institutions, lower ranking persons will fold to those in power, forming a consensus around those with power. Although it may seem that for academics "criticism is a way of life" those without power will always back down to those with power, swallowing their criticisms for their own professional self-benefit. As for what happens when one does not bow down to power, speak to Norman Finkelstein, Rajani Kanth or Francisco Gil-White.
In short, while it seems attractive to romanticize academics, the power structure of a university research center is surprisingly similar to that of a private corporation.
Brian D. DePasquale
McGovern Institue for Brain Research
Massachusetts Institute of Technology
Cambridge, MA 02139
1-914-474-0443
depasqua@mit.edu
I got a call on my cell phone yesterday from "Private Caller" but missed it. I checked my voicemail later, to hear a woman with a British accent telling me that she had a "query" about my letter to the editor. Some google searching later, I found out that she was the letters editor of the FT. I tried to call back, but the time difference meant that it was already 8 or so in London. I emailed her instead. I woke up this morning to a response to me email:
Hi there
I wanted to check Rajani Kanth with you. I couldn't find him on Google spelled that way, but I did find a Bollywood film actor...just to be safe I removed him.
Your splendid letter is in today, many thanks.
I rushed outside to get my copy of the paper, as I subscribe to it. So funny. There it is, in big letters.
Don't romanticise academia - it has a power structure like company life>
By Brian DePasquale>Published: March 2 2006 02:00 | Last updated: March 2 2006 02:00>

>
From Prof Brian D. DePasquale.
Sir, While I found Lucy Kellaway's column concerning the difficult task of managing academics interesting, her analysis is skewed by her romanticising of the life of an academic ("Why academics make an unfit subject for management", February 27).
It is common for most to elevate academics above the masses, forming ideals of academics as genius demigods who cannot be reined in by authority. This is far from the truth, especially in the sciences (contrary to Ms Kellaway's assertion) where cut-throat tactics are employed by scientists to emerge triumphant over rival scientists or labs. Within academia, even more romanticising occurs concerning those engaged in science (as displayed in Chris Wilkinson's article "Scientists in the playwright's laboratory" in the same edition).
Due to the power structure of academia and the "tiny number" of professionals who may understand a specific field of research, brown-nosing may be more prevalent in academia than in any other institution; often, the opinion of one senior faculty member is all that is required to elevate a more junior academic to a position of increased institutional power.
Her claim that there is no line of power would appear true on a superficial level, but for those of us observing these institutions from within, a clear line of authority is observed, one based on faculty rank, clout within one's field, frequency of article citation and so on. Furthermore, this subtle form of power struggle, contrary to her statements, forces academics to be "team players".
In order to follow the rules of power within these institutions, lower-ranking persons will fold to those in power, forming a consensus around those with power. Although it may seem that for academics "criticism is a way of life", those without power will always back down to those with power, swallowing their criticisms for their own professional self-benefit. As for what happens when one does not bow down to power, speak to Norman Finkelstein or Francisco Gil-White.
In short, while it seems attractive to romanticise academics, the power structure of a university research centre is surprisingly similar to that of a private corporation.
Brian D. DePasquale,
McGovern Institute for Brain Research,
Massachusetts Institute of Technology,
Cambridge, MA 02139, US
Also found here: http://news.ft.com/cms/s/27e3bdd4-a991-11da-9f4e-0000779e2340.html
SO FUNNY. Clearly, I am not a Professor. I did not imply such things in my letter and it certainly would have only taken the FT one google search to validate that I wasn't. I figured they would check and see that I was just a lowly tech and not publish it. Just the opposite occurred. They assumed I was a big shot and printed it stating that I was. "Only serious professors would read the FT. Not some punk 22 year-old kid." So good. I obviously wrote a letter to the letters editor, making the correction:
Ms. Davidson,
A list of Rajani Kanth's books can be found here:
http://www.fetchbook.info/search_Rajani_Kannepalli_Kanth/searchBy_Author.html
As far as I know, he was fired from the University of Utah for reasons that were mostly political. As he is much less known than the other two I cited, probably better to remove him. Thank you.
One correction, rather small in words, but large in meaning. As flattering as it for the readers of the FT to believe that I am a Prof at MIT, I certainly am not. I merely signed my name with my work address to give some validity to my analysis. I do work at MIT in the academic sense (not a janitor, truck driver or administrator), employed within a research lab conducting basic science research. I don't think that I made any implications that I was a Prof here; if such implications were made, my apologies.
Regardless, again, thank you though for publishing my letter.
Cheers,
Brian DePasquale
At least now if I never am able to make it to be a professor at MIT, I can always look back at the one day when some people in the world thought I was one.