Dr. Campbell made no secret of the fact that he is doing research & writing on some of the issues with which USM is concerned now, e.g. shared governance. If ever there was a case study . . .
I suspect that Dr. Campbell isn't the only academic using USM as a case study for an essay for publication. Faculty from many areas will be doing so for many years. What has been going on at USM is so far from the norm at the majority of US public universities that colleagues around the country think we are making this stuff up! We tell them that no one could make up this stuff.
quote: Originally posted by: Old Academic "I suspect that Dr. Campbell isn't the only academic using USM as a case study for an essay for publication. Faculty from many areas will be doing so for many years. What has been going on at USM is so far from the norm at the majority of US public universities that colleagues around the country think we are making this stuff up! We tell them that no one could make up this stuff."
The events transpiring at USM could form the basis for a text in higher education administration; or organizational behavior; or any number of fields.
There's a bunch more on this thread that deserves a response, but I'll have to get to it later this week, as I have essay tests and term paper drafts and editorial chores--and a guest lecture in another Psychology class tomorrow morning.
Without Amy Young, my visit wouldn't have happened, and a whole lot of things that are more important to USM than my visit was wouldn't be happening either. Amy is a key reason that USM still has the capacity to dig itself out its Southern Mess.
I will keep the plaque that I was awarded in a place of honor, though I will remain acutely aware that it didn't cost me nearly as much as Frank Glamser and Gary Stringer's plaques cost them.
I'll make one quick correction to ram's comments... I think Shelby Thames and crew are close to the ideal of the totally administrative university. Believers in the administrative university often claim to follow a business model, but they are as ignorant of the best practices in business management as they are of the best practices of any other kind of organization. What they are actually creating is a state agency bureaucracy on steroids.
As for Angeline's complaint about the lack of "storm the Bastille" rhetoric--trust me, I've got that in my repertoire. (In 1999, I put a resolution in front of the Clemson Faculty Senate calling for the permanent elimination of 100 administrative positions at the university, and published an op-ed in the local paper presenting a detailed case for such administrative cuts.) But I do think there is going to be life after Shelby, and even in the face of the present cruel uncertainties, it's time to start planning for it.
If the worst happens--the IHL Board goes flamingly, suicidally destructive, and reappoints Shelby for another four years--I'll do whatever I can to make sure that no one hears the end of it.