第87章 CHAPTER III(1)

The abiding incentives to this traffic in publicity and genteel observance must be sought elsewhere than in the boyish emotions of rivalry and clanish elation that animates the academic staff, or even in the histrionic interest which the members of the staff or the directorate may have in the prestige of their own establishment. The staff, indeed, are not in any sensible degree accountable for this pursuit of prestige, since they have but little discretion in these matters; in substance, the government of a competitive university is necessarily of an autocratic character, whatever plausible forms of collective action and advisement it may be found expedient to observe. The seat of discretion is in the directorate; though many details of administration may be left to the deliberations of the staff, so long as these details do not impinge on the directorate's scheme of policy. The impulse and initiative to this enterprise in publicity, as well as the surveillance and guidance in the matter, radiates from this centre, and it is here, presumably, that the incentives to such enterprise are immediately felt. The immediate discretion in the conduct of these matters rests in the hands of the directive academic head, with the aid and advice of his circle of personal counsellors, and with the backing of the governing board.

The incentives that decide the policy of publicity and guide its execution must accordingly be such as will appeal directly to the sensibilities of the academic head and of the members of the governing board; and this applies not only as regards the traffic in publicity by print and public spectacles, but also as regards the diversion of the corporation of learning to utilitarian ends, and as regards the traffic in conventional observances and conformity to popular opinion. What these incentives may be, that so appeal to the authorities in discretion, and that move them to divert the universities from the pursuit of knowledge, is not altogether easy to say; more particularly it is not easy to find an explanation that shall take account of the facts and yet reflect no discredit on the intelligence or the good faith of these discretionary authorities.

The motives that actuate the members of the governing boards are perhaps less obscure than those which determine the conduct of the academic executive. The governing boards are, in effect, made up of businessmen, who do not habitually look beyond the "practical" interest of commercial gain and the commonplaces of commercial routine and political bravado. It is (should be)otherwise with the academic management, who are, by tradition, presumed to be animated with scholarly ideals, and whose avowed ulterior motive is in all cases the single-minded furtherance of the cause of learning.

On its face it should not seem probable that motives of personal gain, in the form of pecuniary or other material interest, would have a serious part in the matter. In all probability there is in no case a sensible pecuniary gain to the university as such from its expenditures on publicity, and there is still less question of gain in any other than the pecuniary respect. There is also commonly no very substantial pecuniary gain to be derived from this business either by the academic head or by the members of the board, -- an exceptional instance to the contrary will not vitiate this general proposition. It all brings no appreciable pecuniary return to them, particularly so far as it is concerned with the pursuit of prestige; and apart from exceptional, and therefore negligible, cases it admits of no appreciable conversion of funds to private use. At the same time it seems almost an affront to entertain the notion that these impassively purposeful men of affairs are greatly moved by personal motives of vanity, vaingloriously seeking renown for efficiently carrying on a traffic in publicity that has no other end than renown for efficiently carrying it on. And yet it will be found extremely difficult to take account of the facts and at the same time avoid such an odiously personal interpretation of them.

Such, indeed, would have to be the inference drawn by any one who might ingenuously take the available facts at their face value, -- not counting as facts the dutiful protestations of the authorities to the contrary. But it should be kept in mind that a transparent ingenuousness is not characteristic of business phenomena, within the university or without. A degree of deviation, or "diplomacy," may be forced on the academic management by the circumstances of their office, particularly by the one-eyed business sense of their governing boards. Indeed, admissions to such an effect are not altogether wanting.