Though the availability of money to public institutions is
of even more vital importance today, funding shouldn’t be a university’s top
priority. Rather, the success of students, teachers and the university as a
whole should be the guiding principle. But as of late, a focus on money has
seeped into the hiring of university presidents. Why? Because discourse of the
search processes caters excessively towards board members, when it should
invite an open conversation between all people involved in the institution.
Trustees may want the best for the university, but their vision of what is best
is not the same as others. Presidential search discourse reflects a focus on
the ideas of a board, and not the school and its parts. The discourse should
invite an open conversation and debate on who is qualified for a position.
Ignoring voices in a conversation isn’t the way to do this.
As seen in recent instances, like at Purdue University, the
College of Charleston, Louisiana State University, and Florida State
University, presidential search processes can lend to restricting public
discussion of a candidate. At the beginning of its search process, FSU’s search
committee was prepared to make the decision to interview Republican Senator
John Thrasher as its sole candidate. But, only after facing student and teacher
outcry and opposition did the search committee decide to make the process more
open. The discourse of candidate selection was already concealed and one-sided.
And though the process eventually invited more candidates and became open to
public discussion, the feeling that a decision was already made lingered.
And that feeling seems replicated in the other search
processes. David Kaufer questions in “A Plan for Teaching the Development of
Original Policy Arguments” how we decide between two competing analogies. He
says “the substance of the views an arguer expresses is not alone a sufficient
test of his or her skill at resolving issues of values,” (66) meaning just
because a person or group may have a subjective view doesn’t mean they can’t
argue for a clearer resolution. The goal should be for multiple groups of
different subjective views to collaborate in order to find the best resolution.
But, when there is a lack of collaboration, this goal can’t be met. The
discourse of discussion in university president search processes indeed seems
to be misrepresented.
Though students and teachers may cry out, a decision is
already made. How can trustees elect a president, without reasoning with the
argument of teachers and students? Former provost and interim president at
American University Milton Greenberg suggests in his commentary article “You
Don’t Need a Search Firm to Hire a President” that “search consultants are
hired by and report to the board of trustees, often diminishing the influence
of traditional campus constituencies.” Greenberg highlights another inherent
problem in the discourse of presidential searches: the trustees dictate the
discourse of the process, focusing on their own ideal candidates instead of
publicly discussed ones. From the beginning, the control of the discourse of
search processes lies in the hands of one group: the administration of the
school and its trustees. This makes it less likely the discourse will encompass
all players in an argument.
In other words, including all the players in “the discourse
community” is ideally the only way a reasonable conclusion should be
attained. James Porter defines the term
“discourse community” in his article “Intertextuality and the Discourse
Community” as “a group of individuals bound by a common interest who
communicate through approved channels and whose discourse is regulated”
(38-39). The presidential search process discourse community is all those
involved in process of selecting a president and those involved in a
university. But, the power in the discourse community is imbalanced, so that
the discourse is dictated by one particular group within the community. In this
case, it’s the trustees or the selecting committee. Controversy from search
processes comes from the inability of committees to hear the opposing side of
an argument for or against a candidate. The goal of a discourse community
should be to strive for fair and balanced discussion, where all sides and views
are given equal opportunities to be heard and reasoned with. All participants
in the discourse community of a university president search should want
collaboration in discourse when picking a candidate. Otherwise, the resolution
is heavily in favor of one side of an argument, without consideration of the
opposition.
Public deliberation is one key component that assures all
sides of an argument are heard. In “Rhetorical Citizenship and Public
Deliberation” James McDonald says “public deliberation is a practice by which
each party is exposed to the knowledge and interpretations of its adversaries.
All parties involved can therefore discover, even create, new knowledge that
changes their initial position” (200). But was public deliberation really
present in recent search processes that stirred controversy? Students and
teachers were able to pose questions and raise issues publicly, even in front
of candidates. But, this doesn’t constitute public deliberation. Where is
reasoning and conversation when the board of trustees dismisses the argument of
students and teachers? There is no deliberation when sides refuse to consider
the arguments of the opposition. In FSU’s case, the discourse gave the
appearance of public deliberation, rather than actually having public deliberation.
The discourse wasn’t fostering balanced discussion, which lead to an imbalanced
resolution.
The discourse of university presidential searches needs to
be hinged on the collaboration and discussion of trustees, search committees,
and teachers and students. But with recent searches in mind, the discourse
appeals to the ideals of trustees only, and what they see is best for a
university. They aren’t the only ones in the community. Students and teachers
need also to be equally represented and heard. Arguments should be reasoned
with and should help reach a better solution. The discourse community needs to
be balanced. With deciding power in the hands of a disproportionate member of
the discourse community, it’s vital that the trustees be compelled to listen
and collaborate with opposing sides of the community. And finally, the
discourse needs true deliberation, not just the appearance of it. Without
healthy deliberation, a discourse is ineffective.
Works Cited
Kaufer, David S. “A Plan for Teaching the Development of
Original Policy Arguments.” College Composition and Communication 35.1 (Feb
1984): 57-70. JSTOR.
McDonald, James. “I Agree, but … : Finding Alternatives to
Controversial Projects through Public Deliberation.” Rhetorical Citizenship and
Public Deliberation. Ed. Christian Kock and Lisa S. Villadsen. University Park:
Pennsylvania State UP, 2012. 119-217. Print.
Porter, James E. “Intertextuality and the Discourse
Community.” Rhetoric Review 5.1 (Autumn 1986): 34-47. JSTOR.
Milton, Greenberg. “You Don’t Need a Search Firm to Hire a
President.” The Chronicle of Higher
Education. The Chronicle of Higher Educaton, 1 Sept. 2014. Web.