Friends are where you find them – Ginger and Mike, Costa Rica

One of the biggest problems I’ve seen, in my long career as a university profession, is the total ungrounding in time and space that happens in university decision making. One of the most prized possessions inside any given department is space inside buildings, and this is only modestly divided rationally. Seniority matters, and as such, if you’ve occupied a given space for a really long time, it really is your kingdom — regardless if your kingdom is coming apart, or came apart years ago. As a professor, you literally get to hold onto this until you retire or die. A further extension of this is the constant construction cycle that also happens on university campuses. Find me a campus where a new building is not being built, and I’ll show you a campus on the edge of collapse.

To be fair, universities must be modernized regularly, and lots have been around for over 100 years. But a lot of this is memetic construction of mindset that the entire social system feeds into. “Pharaohs need pyramids” is what I’ve told every person puzzled by the phenomenon. It’s deeply baked into the incentive structure as well. You’re not going to become a provost (head of many deans) from being a dean if you haven’t supervised a large-scale construction project.

And when it comes to making timely decisions, or having any sense of rationality in that decision making, good luck with that. You’d think in a fast-paced field like engineering, we’d be constantly updating our course curriculum. Not so fast. Even if we wanted to revise our curriculum in engineering, there are myriad committees that are university-wide that exist to review and approve various changes. Certainly, some review is warranted. Though every University president alive lies through their teeth about this, the university actually sells reliability — not innovation. But there are days when we fall increasingly behind, and for those of us attempting to stop the plane from crashing, it feels like we’re out on the wing of the B-29 with a wrench, desperately cranking away to fix an engine, and hoping we can hang on and not get blown into the propellor.

I’ve been attempting to put into words what this affects — to name something is to at least start to tame it. I came up with the term “Decision Tempo”. How long do we take to make a decision of particular scale? There is no official formula for any of it. Inside an academic department issues are topically assigned to various committees, who are supposed to ruminate on them and then bring them back to a faculty meeting for a vote. Faculty meetings are the butt of every joke in academia for reasons. They allow nit-pickers to, well, nit-pick. From a memetic perspective, what this means in a Legalistic v-Meme organization, where status matters, individuals can argue endless exceptions to generalized rules, to fix smaller and smaller problems, in the pursuit of completeness. What’s more interesting is that history in most of these decisions is only contained in an oral tradition – a true Tribal/Mythical v-Meme flex. We’ve cycled back, even in my department, which is modestly functional, to various overall curriculum changes multiple times. As now one of the two most senior faculty, I’m often the only person that can even remember where we were 20 years ago.

With Decision Tempo, the term, I can at least start the conversation with younger faculty about what theirs might be. Swimming in a static world without time, there isn’t even any consideration of how long most decisions take. There are tons of decision-making frameworks (of course) and if you can’t come up with your own, you can always use Strengths, Weaknesses, Opportunities and Threats (SWOT). Google it.

If there’s a larger lesson, the first step of transitioning out of emergent, v-Meme, unconscious strategies is to name and make conscious something you’re attempting to optimize. As with Decision Tempo, you’ll find others have thought about it. Then you’re at least part way towards changing the memetic structure of our organization. Because once you confront Decision Tempo, you can then have a discussion on how you view trying new things, and the cost of failure. Which is THEN the root cause of innovation. As discussed in this article on SpaceX and the Boeing Starliner.