Coyote Blog

Earlier this month, my wife and I spent a bit of time in Europe.  We started in France, which this time of year is 9 time zones ahead of Phoenix.  This time change is a problem for my wife, who really gets hit hard by jetlag.  To deal with this, we do something all of our friends think is crazy.

For the week before we go, we try to shift our lives as much as one time zone per day.  In reality, this means we wake up at 6am, then 5am the next day, then 4am to as early as 3am or even 2 on the day of the trip.  By the time we leave home, we are waking up as early as 11am in the time of our destination, and as a bonus we are ready to sleep when we get on the plane (Phoenix has a nice 10 hour direct BA flight to London in the evening).  The adjustment process to the new wakeup times is not totally effective because we don't have the sunlight signals at 3AM to get our brains thinking it is day time, but it has really been extraordinarily effective making the first 3-4 days of our vacations travelling east more enjoyable.

When we explain this to our friends, they treat us like the guy at parties who sings the praises of taking freezing cold showers every morning -- they sort of see the logic but can't imagine punishing themselves like this.

But here is our thinking: The value of a day on a vacation, almost anywhere, is way higher than the value of a random day at home.  Vacation days are rarer and require a much higher financial investment than days at home.  So doing things that make a few days at home less comfortable but that make a few days on vacation more comfortable seems to be a good tradeoff.

A while back I wrote this as part of a response saying that the only way to get into a top consultancy was to got to Harvard, Yale, Princeton or Stanford.  Having joined a top consulting firm from Princeton and Harvard, I thought some of their observations to be BS, but there is a certain core of truth.  As I wrote then:

There is some rationality in this approach – it is not all mindless snobbism.   Take Princeton.  It screens something like 25,000 already exceptional applicants down to just 1500, and then further carefully monitors their performance through intensive contact over a four year period.  This is WAY more work and resources than a private firm could ever apply to the hiring process.  In effect, by limiting their hiring to just a few top schools, they are outsourcing a lot of their performance evaluation work to those schools.

Matthew Shaffer, via Glen Reynolds, write something similar about all college degrees:

Those of us who question the price and value of higher education don’t disagree that people with B.A.s do much better in life, especially in employment. We disagree about the source of that advantage: The B.A. may mostlycorrelate with and signal for, rather than impart important qualities. (Really we all agree it’s some mix of the three factors — our differences are of emphasis.)...

We skeptics think this: Since employers can no longer measure job applicants’ IQs nor put them through long apprenticeships, graduating college is the way job-searchers signal an intelligence and diligence that college itself may have contributed little toward. Employers are (to use a little economic jargon) partially outsourcing their employee search to colleges. This is a good deal for employers, because college costs them nothing, and the social pressure to get a BA means they won’t miss too many good prospective recruits by limiting their search to college grads.

I think this has a lot of truth to it, but it can't entirely be true -- if it were, your degree would not matter but we know engineering and economics majors get hired more than poetry majors.  Though one could still stick with the strong skeptical position by arguing that degree choice is again merely a signal as to interests and outlook and a potentially even a proxy for other characteristics (to the latter point, what is your mental picture of an engineering major? a women's studies major? a politics major?  an econ major?)

The Colorado faculty is going apeshit because the state has proposed making Bruce Benson, a Colorado oilman-Republican, who *gasp* only has a paltry BA degree, head of the University of Colorado system.  To a large extent, folks are going nuts largely because he has different politics than 97% of the faculty and because he has actually done something productive in his life.  However, not being able to say this out loud  (we're a government body so we are not supposed to have political tests, wink wink) his lack of an advanced degree has become the centerpiece of the opposition.

State House Majority Leader Alice Madden, a Democrat and CU law school
graduate, declared that Benson would be "the least educated president
ever considered in modern history."

Apparently, his academic record does not live up to University of Colorado standards, which has gleefully employed academic titans like Ward Churchill.  (By the way, isn't it interesting that these folks respect a couple of years at the age of 23 getting a masters in petroleum engineering more than 50 years of demonstrated excellence actually practicing petroleum engineering.)

But here is my advice to Mr. Benson:  Don't take the job.  Mr. Benson, in the private sector, you were probably used to having employees who didn't like you or think you were the best person for your job.  However, you knew that they could either be persuaded by demonstrated performance over time, or else you at least knew that people would work for your goals despite their dislike for you, since they knew that their success lay in the success of the organization as a whole.

University faculty do not behave this way.  They have a completely different set of incentives.  With a job for life, and knowing that no matter how bad the university gets, it will still get state support, they have absolutely no incentive to pull together for the good of the institution or, even less likely, for the well-being of the student body.  There are many exceptions to this; in fact, the exceptions may number more than 50% of the faculty.  But these exceptions do not drive faculty behavior.  Those that drive faculty behavior are the ones that are out for either self-aggrandizement or the promotions of symbols over performance or both. 

There once was a dean at Princeton University I liked and respected named Neil Rudenstine (actually he was Provost when I was there, but who the hell knows what a Provost is?).   Rudenstine was named President of Harvard, and was a good fundraiser (like Benson) and was very hands-off in his management style (as Benson promises to be).  Neil was a good man, but he was broken by the Harvard faculty, driven to what probably was literally a mental breakdown.  And then there was Larry Somers.  He was a very different type of man than Rudenstine -- tougher, more politically experienced.  But he too was broken by the Harvard faculty in an attempt to move that institution perhaps 1% of the way towards where you probably want to move Colorado. 

Don't do it.