Defining one's own image is hard enough, but University President Larry Bacow has to deal with that problem for an entire institution: what ought Tufts University be?
In 2001, Bacow created a Task Force on the Undergraduate Experience as one of his first actions as president. Provost Jamshed Bharchua has often characterized Tufts as a unique place where the distinction between a small liberal arts college and a large research university is blurred. Bacow has indicated that he will accentuate the research aspect of the University. Still, the administration must maintain the delicate balance between the two parts that define Tufts.
Faculty and students will inevitably disagree with administrations; everyone has their own view of what is best. But while undergoing these transformations, the lines of communication must be kept open from freshman to the University president.
Unfortunately, some of the administration's efforts to realize a new vision of Tufts have left students behind. Bacow has implemented a leadership paradigm that centers power with department and office heads. This is problematic because in some cases the department heads are not well connected to students, and the more informed employees lack power.
What happened with Dean Gendron, a former Office of Residential Life and Learning (ORLL) staff member, shows the paralysis that results because of the supremacy granted department and office directors. Change from below is impossible, especially when the administrations knee-jerk reaction is to blindly express full confidence in a director even in the face of overwhelming student or staff complaints.
Two student Residential Assistants (RAs) publicly critiqued ORLL Director Yolanda King. They made their comments public after what they said was two years of attempts to change the system from inside the office were completely blocked, in the eyes of ORLL staff, by King. The RAs were forced to quit their jobs for breaking ORLL policy prohibiting public comment on the office.
This is not the only department embroiled in controversy and suffering from the sudden departure of a capable and popular staff member. The stunning departure of Assistant IR Director John Jenke just weeks before the end of the school year left members of the community shocked and confused. Once again, an assistant staff member left his office with obvious feelings of frustration, and the University was unresponsive to student queries.
As Tufts grows, there is one thing it should not become: a place where the administration distances itself from its students, promotes research at the expense of educating, and tears the community fabric by not communicating. Unfortunately, we have seen signs of this over the last year.
Bacow is trying to lead a multi-billion dollar institution in a new direction. He has had to take a firm hold on the reigns, and in parallel he has created the atmosphere that Tufts is a top-down-only institution. Unfortunately, some directors are misinformed, unaware, or not always able to make good decisions. Bacow should reinvigorate Tufts with high standards of communication and transparency to help mitigate the limitations of top-down leadership.
