Part II of a three-part series by Provost Stevens on the values she brings to academic decision-making and leadership

Throughout this past year of Provost’s Conversations, I’ve heard a common theme: solutions to our challenges in higher education, whether logistical, resource-centered or philosophical, do not work when they are dictated from above. I hear that, I agree, and I take that sentiment seriously. 

This idea, and our current moment, call for us to stay closely engaged with the challenges within academic and academic support units, grounded in how priorities are experienced by faculty, staff, students and others. It also calls for us to build a shared understanding of the details of our true challenges, what needs to change, what doesn’t, and how we move forward together to achieve our goals. 

In this spirit, I approach decisions by listening first, working to build a common understanding and partnering with you to identify solutions that we carry out together. Sometimes, time or other exigencies will demand a compressed effort that may not cast as wide an input net as we’d all like. In other cases, requests for input will come earlier or later than some might prefer. Nevertheless, I will do my best to seek broad input at the right time and from the right groups. 

A good example of this approach is the decision on the structure of our College of Arts and Sciences. To arrive at a key decision on the college’s structure, we first announced a date of decision, then I met with a variety of stakeholders for listening sessions: A&S central leadership, the deans of division, the Arts and Sciences Faculty Senate, and the chairs of divisional councils. At all points, we considered both existing aspirations alongside current realities (budgets, resources, enrollment trends, changing student wants and needs). I was honest with all constituents, they were honest with me, and in the end, we met our deadline and successfully unveiled the permanent A&S structure with a clear vision for the future.

This underscores what is for me a basic commitment: to make decisions guided by facts, not by perceptions and never by fear. This is one of the real challenges of collaborative leadership. Even in our community of research and scholarship, and in times where more information than we can process comes at us every day, perceptions can overcome facts. People hold on to long-standing paradigms––to things they’ve heard from trusted colleagues or to definitions of problems that look clear and complete from where they’re standing.

I understand this dynamic, I have bought into those perceptions myself as a faculty member and a leader at multiple levels. But with what we are facing now––national funding issues, public skepticism toward our mission, political division and ever-changing student demands––we do not have the luxury of anchoring ourselves in habits and perceptions. This should not imply that past experience should not guide us, but our shared imperative is to arrive at a common and contemporary understanding of the challenges we face. This means looking not only at what the data tell us, but also at the stories beneath the data and the lived experiences of our students, faculty and staff partners. This isn’t easy and will sometimes leave us short of a clear consensus.

It is important that you know I recognize all that has gone before me at ̽»¨ÊÓƵ: the struggles and successes, the great trajectories of excellence hard won and the ongoing efforts that have yet to bear fruit but that hold great promise. I respect the knowledge and experience gathered over time at ̽»¨ÊÓƵ, and I recognize, too, that it is now my role to help carry all of this forward with you. My approach is always going to be to dig for the truth and be open to many voices, to seek what’s needed to solve problems and to invite you to dig with me so that we arrive at solutions together. 

As I wrap up my first academic year at ̽»¨ÊÓƵ, I’m grateful to do this work in partnership with you, grounded in our shared commitment to students, excellence in research, scholarship and creative work, integrity in policy and programmatic analysis and transparency in decision-making. Above all, my goal is that we serve as careful stewards of this institution, strengthening trust, deepening our connection to our mission, and ensuring ̽»¨ÊÓƵ is stronger and better prepared for the future through the choices we make together today.

Thank you for all you do to make this work possible. I wish you a strong close to the academic year and a joyful celebration of our graduates, along with time for some rest and recreation over the summer. 

Part one of this series is available on the Academic Affairs website.