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CHICAGO MAROON | GREY CITY
Esprit de
Faculty wonder whether a business mentality is steering the University's research focus by Asher Klein
MATT BOGEN/GREY
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or a university to be considered great these days, it must have both great teachers and a great deal of money. Its administrators must weigh the research needs of its faculty with the financial needs of the corporation. But a group of University of Chicago faculty claim that too much of University administrators’ time and resources are spent attending to the bottom line—that there is a new, structural hunger for money that seems to leave faculty’s interests by the wayside. At the heart of the matter is the fear that the administration no longer shares the faculty’s values, especially after a vocal protest two years ago against the controversial Milton Friedman Institute produced few results. It is born of a feeling that the University Senate, which represents faculty, can’t or won’t exercise the power it is given. “I think this is a University that’s more responsible to its faculty than most, but the idea that we are a faculty-run university with some kind of democratic structure and where major policy issues percolate upward from the Faculty Senate” is a fiction, English professor W.J.T. Mitchell said. President Robert Zimmer and Provost Thomas Rosenbaum defended the way the University is run at length in a June letter to faculty. In an interview yesterday, Zimmer expressed confidence in the way his administration makes decisions and faith that they are made for the right reasons. “We are in a constant effort, and we need to be in a constant effort, to make sure that this is the place that faculty can do their best work. That’s a huge piece of the University’s responsibility,” Zimmer said. But faculty aren’t so sure the University is living up to that promise. Many concerns over the corporatization of the University were outlined in a petition circulated among faculty in May. It argued the University’s intellectual life has been corrupted by certain administrative actions. “The University becomes an instrument through which other kinds of actors—some well-intentioned, and some decidedly not—seek to advance their own pet projects and interests,” the petition said. A recent flash point in the Near Eastern Languages and Civilizations (NELC) department exemplifies this alleged change in mission—where fundraising for a faculty project takes precedence
and faculty interest becomes an afterthought. According to professors Janet Johnson and Cornell Fleischer, who both signed the petition, Martha Merritt, a study abroad administrator, told NELC faculty this summer that a wealthy donor had provided funds for a study abroad program in Cairo. The program seemed to have been directed by the donor’s wishes, though Merritt and NELC chairman Theo van den Hout are adamant this was not the case. The faculty took umbrage at the fact that it hadn’t been consulted on the program’s direction until what seemed like the eleventh hour. “The University of Chicago calls itself a university that is run by its faculty. If that’s true, then faculty should be involved in major discussions of things like this,” said Johnson, who also said she didn’t think administrators acted in bad faith. Though the program was soon changed on the advice of faculty, the move came just a few months after the petition that alleged that money has undue influence on University decisions. “The administration is quite frank in saying that [the Cairo program] was not going to happen without a donor,” Fleischer said, “and that doesn’t necessarily sound very good to those of us who are concerned about the galloping corporatization of University life and governance.” Signed by 174 faculty members, or about eight percent of the faculty, the June petition was released after months of bad feeling over the establishment of the Milton Friedman Institute for Research in Economics (MFIRE). The petition, released by a faculty group called the Committee for Open Research on Education and Society (CORES), called MFIRE part of the trend toward corporatization: “We would hate to think that the University’s evident fixation on financial assets and its desire to exploit the Friedman brand name for fund-raising purposes would lead it to neglect its most valuable assets—its students, faculty and staff—while committing itself to a project whose very name reinforces a narrow, retrograde, and now demonstrably failed set of social and economic policies,” the petition said. A collaboration between the Economics Department, the Booth School, and the Law School, the Milton Friedman Institute for Reasearch in Economics is so named because CORES organized in opposition to its founding
as simply the Milton Friedman Institute in 2008. CORES’s outcries spurred the first full meeting of the faculty in 14 years, an annual event that had fallen by the wayside. The group was concerned that the Institute was created mainly as a fundraising tool, to capitalize on the recent death of Milton Friedman. “I think that signaled to us the University’s aggressive interest in fundraising and its willingness to function in a novel fashion, creating academic units and programs for their fundraising appeal,” said religion professor Bruce Lincoln (Ph.D. ’77), a CORES leader, in a recent interview. There were public protests, panel discussions between prominent economics professors and CORES co-chairs, and a closed meeting of the University Senate, as the collected faculty is known. CORES wanted Zimmer to put the Institute’s establishment to a vote; instead, there was a compromise—an addendum to the name that clarified its research-oriented mission. Yet the name change didn’t allay CORES’s concerns. The allegation of corporatization is a serious one at a school whose president often touts its longstanding guarantee of an environment where academics can argue unimpeded. In a long response to CORES’s complaints, Zimmer and Rosenbaum—both U of C professors as well—asserted the need for faculty involvement in University governance while defending recent investment decisions. “Our donors support our work because they believe in the values of the University of Chicago and want to enable us to achieve our highest aspirations,” they wrote on June 9. “These donors understand the importance of academic freedom and the essential role of unfettered inquiry. This University has stood firmly on the principle that such external support must never direct or limit our intellectual pursuits.” But MFIRE is only one part of CORES’s scattered constellation of evidence that purports to show the influence of the corporate on the University. They say another donor, the Chinese government, will play an even more active role in directing the curriculum of Chinese language study at the University. China backs the U of C’s recently established Confucius Institute, one of over 300 set up around the world, including one at the University of Michigan and one in
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the Chicago Public Schools. The Institutes run Chinese language training centers funded by the government of China. They have been called an organ of propaganda by Sweden’s Parliament and Canada’s intelligence agency, and in 2007, faculty at the University of Pennsylvania voted against a proposed Confucius Institute on their campus. The U of C’s Confucius Institute was approved without ever coming to a faculty-wide vote, but Zimmer and Rosenbaum discussed it with a committee of faculty from the East Asian Languages and Civilizations Department before giving it the go-ahead; a June press release said it will be run by a number of University administrators. Professor Donald Harper, who has since taken the chairmanship of the Center of East Asian Studies, said the discussion with faculty was meant to vet the proposal more than offer final approval. “It wasn’t as if it was on the vote of the China Committee that it happened,” said Harper, who also signed the CORES petition, though he did not discuss it or corporatization with Grey City. Lincoln described such discussions of administration-backed initiatives with groups most closely concerned as “theater of consent,” meaning conversations held more to produce the impression of accord than to generate alternatives or create real compromise. These displays are a way of glossing over dissent while being able to note that administrators received input on contentious issues, Lincoln said. However, administrators always maintain the importance of input received from any group during decision-making processes. Another major concern for CORES is the redirection of University resources away from Ph.D. programs and towards undergraduate programs, professional schools, and one-year, terminal M.A. programs like the Masters of Arts Program in the Humanities (MAPH), Masters of Arts Program in the Social Sciences (MAPSS), and Master of Science in Financial Mathematics. The University of Chicago of the 1970s was a more informal, less bureaucratic place with a much different way of thinking about its students—especially undergraduates, who made up a much smaller proportion of the population. But the school changed in the 1990s, when an analysis of University finances by President Hugo Sonnenschein led him to conclude that enroll-