Albert Einstein is credited with the observation that “not everything that counts can be counted, and not everything that can be counted counts.” Perhaps nowhere is this principle truer than
I don’t know about you, but I always feel as though delegation is one of those practices that deans need to do better. I speak from sad personal experience. As
Jarndyce v. Jarndyce, the infamously dreary lawsuit at the center of Dickens’ Bleak House, dragged on for generations, cost a fortune, and fostered a climate of secrets, despair, and
The situation: You are an academic dean. Your president is one of the new-breed leaders, a nonacademic administrator whose expertise is in business management, alumni affairs, social life, or development.
“Nibbled to death by ducks.” The phrase, though nearly three centuries old, is still remarkably apt for the role of the department chair today. Our jobs are filled with little
My son the political philosopher, who works under a devilish dean at a here-unnamed state university, assures me that Stanley Bing’s new book, What Would Machiavelli Do?, misses the essence
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