1 Neither Gremlins nor Poltergeists
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gremlins, as you know, are horrid little beasts. At night, they creep around and sabotage your stuff.
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Poltergeists are incorporeal spirits that possess your home.
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mythical saboteurs.
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most people have trouble understanding how an event could happen without someone or something making it happen.
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god or spirit
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blame Wall Street.
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harder time comprehending how many things that happen in society could be the product of human action but not human design.
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some powerful person or group chose to create the change.
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Blame George Soros, or Charles Koch, or the Russian hackers, or the Rothschilds, or the.
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If lots of people do something bad, it’s probably because the incentives induce them to do it.
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we can explain the incentives people face by examining the institutions
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Nobel laureate and economist Douglass North
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“the rules of the game in a society
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often appear by accident, or emerge spontaneously from previous trends,
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Against Gremlins and Poltergeists in Higher Education
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“Gremlins” are corporeal individuals who sabotage higher education for their own sinister ends.
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“Poltergeists” in this case refers to intellectual movements, ideas, ideologies, and attitudes that possess and corrupt academia.
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Most academic marketing is semi-fraudulent, grading is largely nonsense, students don’t study or learn much, students cheat frequently, liberal arts education fails because it presumes a false theory of learning, professors and administrators waste students’ money and time in order to line their own pockets, everyone engages in self-righteous moral grandstanding to disguise their selfish cronyism, professors pump out unemployable graduate students into oversaturated academic job markets for self-serving reasons, and so on.
Note:I PROBLEMI DELL UNIVERSITÀ
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Bad behaviors result from regular people reacting to bad incentives
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Bad Incentives Explain Bad Behavior
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Breaking the Law, Breaking the Law
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the department voted to hire a particular candidate, who happened to be a white male. Their second choice candidate was a white woman. On paper, the man’s résumé was superior to the woman’s.
Note:A CHI ASSEGNARE IL RUOLO?
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The department asked to hire the male candidate. The provost—let’s call him Jeff—said no.
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He would carefully craft statements about hiring that would induce professors to inadvertently violate Title VII of the Civil Rights Act.
Note:IL RETTORE FA PRESSIONI IN UN CERTO SENSO...PERCHÈ?
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Why did Jeff do this?
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The department in question was mostly male. According to federal and local regulations, the department could thus be presumed guilty of discrimination by disparate impact. If someone sued the university, it would automatically be considered guilty
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Jeff wanted to avoid a disparate impact suit, so he had an incentive to actively discriminate in favor of women. But this is also illegal, as it is a form of disparate treatment.
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Today, the male candidate is a full professor and endowed chair at a research university; the female candidate is an untenured assistant professor at a liberal arts college.
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Nancy at the Aspen Institute
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Jason asks students to complete the “Ethics Project.”
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Students are free to do almost anything: Start a business, run a fundraiser,
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Nancy, a former high-level administrator at Georgetown’s business school, invited Jason to present on Ethics Projects to the Aspen Undergraduate Business
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Jason mentioned that one group of first-year undergraduates had created and sold “Hoya Drinking Club” t-shirts for a hefty $700 profit.
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“What if something bad happened? What if another bad thing happened? You should require students to tell you ahead of time what they will do and how they’ll do it.
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“Sorry, Nancy, but what you see as dangers and flaws I see as the very point of the project.”
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“If students do something that bothers parents, such as selling beer pong shirts, the parents won’t call you, Jay. They’ll call me.
Note:LA PREOCCUPAZ DI N ESPRESSA FUORI DAI DENTI...GENITORI DALLA DENUNCIA FACILE
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to explain Nancy’s bad behavior, we need not posit that she’s a bad person. Rather, her job was not to educate students or produce scholarship. Her job was to raise money, manage lower-level administrators,
Note:L AFFOSSATRICE DEL PROGETTO
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No Cookies for You Unless I Get Some, Too
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Brown University’s president and engineering faculty wanted to convert the “division” of engineering into a distinct school of engineering.
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engineering needed a majority approval vote from Brown’s assembled faculty.
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creating such a school would help them but not come at anyone else’s
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she said she opposed allowing the change unless the new school agreed to devote at least one faculty line to hiring a sociologist who would study engineers and engineering from a social scientific perspective.
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Brown engineering was understaffed in genuine engineering professors. It needed engineers, not a sociologist of engineering.
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“I won’t let you bake cookies for yourself unless you give me some.”
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Great Teaching! Now Shape Up or You’re Fired
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Years ago, a national magazine extolled a colleague’s exceptional teaching.
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Research brings the school prestige. Teaching does not.
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we faculty—the ones who vote on tenure—don’t personally benefit from our colleagues being good teachers.
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If our colleagues are smart, people assume we’re smart.
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Why Jason Bought a Standing Desk
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Jason automatically receives at least $7,500 a year to spend on books, travel, data, copy-editing fees, or anything else related to his work,
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university doesn’t allow him to roll over any unused funds to the next year. If he’s frugal or conservative, other people benefit, not him.
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when Jason still had $2,000 left in his account, he decided to experiment with a standing desk. Guess how much he spent?
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Academia without Romance
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romantic view
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noble purposes.
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discovers new truths and transmits
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fights hunger and disease.
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fights oppression and poverty.
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advances social justice
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As the psychologists Nicolas Epley and David Dunning have discovered, most people have an inflated view of their own moral character.
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hardwired to deceive ourselves
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you’ll want to blame outsiders—gremlins and poltergeists—for disrupting the system.
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economists would often just assume that government agents or people working in non-profits would always be competent and motivated to do the right thing.
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governments and nongovernmental organizations (NGOs) are made up of saints and angels rather than real people.
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As we’ll demonstrate throughout this book, many of the tools Buchanan and other economists use to explain political behavior also explain higher ed.
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people are people.
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there are good people and bad people. Bad things happen when bad people rule;
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When you see bad behavior, you ask: •What incentives do the rules create?
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Imperfect rules create bad incentives that, in turn, create bad behavior.
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development economists both Left and Right largely agree that certain institutions—stable governments, open markets, robust protection of private property—are necessary for sustained economic growth and to end extreme poverty.10 But economists don’t know how to induce the countries that lack these institutions to adopt them.
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the romantic theories make saving the world look easy.
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Seven Big Economic Insights
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There are no free lunches. Trade-offs are everywhere.
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There are always budget constraints.
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Incentives matter.
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The Law of Unintended Consequences
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People often break the rules when they can.
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Rules shape the incentives,
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good rules economize on virtue.
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The Bad Business Ethics of Higher Ed
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little serious work has been done on the “business ethics” of universities.
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To whom is an organization responsible? Whose interests must it serve? 2.What moral limits do organizations face in the pursuit of their goals?
LA DOMANDE DI B E
