The task of building a great university is never simple.
To become a world-class university takes a lot of time. There are simply no shortcuts. People tend to assume, and I have encountered this sort of thinking all over the world, that if they just sink enough money into a university, it will emerge in a few years as a first-class institution. But such rapid growth never happens. It takes time; it takes generations.
That said, there are a few clear factors that determine the potential of a university to reach the highest levels of excellence. In the case of Harvard University, it was true that by the time of its tercentenary (300th anniversary of its founding) in 1936, Harvard had already achieved a reputation as a world-class institution. Harvard did not have the stature that it does today.
I focus on faculty, as opposed to facilities, budgets, endowments or students. I do so because I believe, based on many decades of work as a teacher, a scholar and an administrator, that the quality of the faculty determines the quality of the university. Everything else flows from the quality of the faculty. If the faculty are good, you will attract good students and you will have alumni who will raise funds for you.
There are many reasons that universities in East Asia have not reached the positions that they had hoped for. After all, we must remember that modern East Asia did not begin with Confucius. In fact the experience of modern education in East Asia is relatively short and granted that time scale, many universities are doing fine.
There are, however, many challenges to Asian universities. First, academic freedom, in all senses, is much more critical to the success of a university than how much money is spent on infrastructure or on hiring big names. Faculty need to have the space to pursue the research that they are passionate about and the also need to have the freedom to express their opinions in the university, and in the society as a whole.
Equally important for the promotion of excellence in the university is an emphasis on shared governance. The faculty needs to be involved directly in the process of running the university and in the setting of priorities.
Shared governance is often the critical element that is missing in Asian universities, no matter how talented the faculty may be. Either it is ministries of education that are trying to run things, or in private institutions - those who control the funds. Neither group knows much about teaching and research.
If we want to identify the great success of American research universities, and that success goes far beyond Harvard, we have to come back to the question of governance. Excellence requires a firewall between trusteeship, or government ministries, and the academic decision-making process. This American concept of shared governance wherein the faculty are engaged in running the university as part of a collaboration with the other stakeholders.
I draw a contrast between American shared governance with "the dictatorship of ministries" wherein policy and direction for the university is ordered by bureaucrats who have never taught a class.
It is equally unreasonable to run a university as a "participatory democracy," the approach to governance that once existed in Europe. That approach in European institutions of higher learning was appealing to professors because it was democratic. But those institutions also suffered because they lacked an executive decision-making process; making changes became virtually impossible.
The strong point of American research universities is the manner in which trustees, presidents and other senior executives retain a considerable amount of decision-making authority while at the same time maintaining a culture of open exchange and participatory debate.
The rank of a university is similar to an index number say like the NASDAQ index. I don't understand how you can take an institution like Harvard, Stanford, or Michigan, and represent it by an index number. The concept makes no sense.
That doesn't mean that the top fifteen institutions in the ranking somehow don't belong there at all. But what is the difference between number two and number eight in any meaningful sense? As an administrator who worked to build a complex university, I find the assumption slightly offensive. We need to be committed to excellence, not to lists.
English is not the primary language for universities in China, Korea, and Japan, but they are being evaluated on the basis of publications in English and courses taught in English.
The question of how much English should be used in international research universities is one with which I am extremely familiar. I would even say I am deeply puzzled by this trend. I am not certain what the correct answer should be.
I have not been able to give a concrete answer to the question of how the nations of Asia can create their own unique liberal arts traditions that are not simply the importation of a Western model. The question is a critical one and the answer must come from Asian universities themselves.
There are many in East Asia who simply judge students on the basis of national tests. The top universities in the United States do not do that, and for good reason. We need a careful process for admissions that take all sorts of factors into account: different intellectual strengths, artistic expression, economic standing, social background, ethnicity, regional representation and designs a class as a balanced whole.
I was 100 percent sure when I left university that I was going to be a painter.
In college I wrote for the university newspaper, and I had several short stories published in small press. I think it's just been a natural progression of where to go with the imagination and not have to grow up.
It is difficult for Iranian scholars and universities to retain their independence and to be seen as doing so, when cultural warfare is being carried out by some of their American partners. Indeed, such irresponsible behavior basically serves to intensify suspicion and in reality decreases the opportunity for real and meaningful dialogue.
I try to be even-handed and fair-minded about my view of history. I don't romanticize one side and demonize the other, though I do think that if you're suffering a lot, especially in the Bob Marley sense, suffering becomes a kind of university out of which you'll learn some hard lessons.
Before I got my present job, I spent many years teaching writing part-time, so-called, at community colleges and universities. It's academia's version of migrant labor.
The effects of MFA programs, and the rise of creative writing instruction more generally, are far more diffuse than people think. Even if you're a writer who has avoided institutions your whole life, you're still going to be reading a lot of writers who have MFAs, and are affiliated with universities.
I floundered in my twenties. Though I wore a long scarf. And when I got to be thirty I got a job at Temple University in Philadelphia. I worked there for seven years, and I finally got fired, mostly for political reasons.
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