Opportunities
generally seem to present themselves at inopportune times; challenges
invariably do. Challenges seek us
out, but opportunities frequently have to be discovered and then pursued. And we should not assume that we can
always tell one from the other, at least initially. Indeed, discerning the opportunities amidst the challenges
may require substantial analysis, thought, and deliberation. It seems to me that the best advice we
can offer one another in times like these is simply: “be prepared.”
Obviously,
being prepared means something different for a climbing or backpacking trip as
compared to university operations.
One of the reasons I believe that shared governance is critical to the
success of a university is that it is an essential factor in order to “be
prepared.” Shared governance
assures that multiple minds, with diverse experience and expertise, and
representing a variety of perspectives, will be involved in assessing the
challenges and opportunities that arise.
What may appear to be insignificant or unimportant to a single
individual or group, others may properly recognize as a serious threat or a
significant new opportunity.
Moreover, broader participation assists in formulating the best
institutional response.
Shared
governance also fosters greater transparency and accountability. In higher education, “accountability”
is frequently invoked in the context of an institution’s external
constituencies. Accountability in
this context is certainly essential. Equally important is the accountability of
the many members of a university community to each other, which is aided by
robust, collegial shared governance.
Mutual accountability creates the appropriate environment for consistent
and sustained transparency. In turn, a commitment to accountability and
transparency is central to the goal to “be prepared.”
However,
for a university to thrive in the current climate of substantial and rapid
change, it must be flexible, adaptable, and responsive – and this means that
some of our current practices in shared governance must also adapt. In short, shared governance needs to
become more flexible and responsive; we need to make decisions more quickly and
without regard to the academic calendar. Given the magnitude of the issues we have successfully
dealt with in the past, and the technologies now available, I am confident we
can create a 21st century version of shared governance that enables
us to truly be prepared to deal with all the challenges and opportunities that
may come our way.
