An edited version of this piece was published at The Tyee as “Latest Uproar at UBC May Present an Opportunity: Why the Tussle over Peter Wall Institute is a Teaching Moment for Every University”.
Backs to the Wall: UBC and the Peter Wall Institute for Advanced Studies
A few years ago, the then Director of the University of British Columbia’s Peter Wall Institute for Advanced Studies asked me to write a Wikipedia article about the Institute. I did, but almost immediately another Wikipedia editor tagged my contribution for deletion on the grounds that its subject was insufficiently notable, because I had not cited independent secondary sources about it: newspaper articles, magazine stories, and so on.
The snag was that almost nothing had been written about the place. I searched (and asked the Director) for sources, but none were to be found. As far as the press or the general public were concerned, it was as though the Peter Wall Institute did not exist.
That is not so much the Institute’s problem any more. Its recent public events, particularly its “Wall Exchange” downtown lecture series, have enjoyed a high local profile. And now it has attracted the attention of the national and international media.
Unfortunately, this follows the spectacular resignation of its Director, and the headlines are not what UBC would have wanted: ”Academic Independence of UBC Research Institute Under Threat”; ”Head of UBC Research Institute Resigns over Academic Freedom Concern”; ”Canadian Institute Loses Boss in Showdown over High-Risk Science”. Light is being shed on the Peter Wall Institute just as it is at the eye of a darkening storm that threatens the university’s highest echelons.
UBC has been plagued by discord for a while: from the departure of its previous president, Arvind Gupta, after only thirteen months in office, followed swiftly by the resignation of the Chair of its Board of Governors, who many felt (and leaked documents seemed to confirm) had pushed Gupta out, and a Faculty Association vote of no confidence in the Board, to the controversial dismissal of novelist and professor Steven Galloway, this has been a difficult time for an institution that claims to be among the world’s top twenty public universities.
Now, once again, UBC is making the news for all the wrong reasons, as very different philosophies of the role and functioning of the university clash.
These disputes are not all simply accidental misfortunes; nor are they mainly petty matters of personality or style. They concern governance and collegiality, transparency and accountability. Above all, what is at issue is the question of what universities are for and who gets to decide. These are large concerns that are under dispute at institutions across the globe. The fact that things have repeatedly come to a head here, perhaps more than elsewhere, may in fact reflect well on UBC. It shows that there are still people who care enough to protest.
Philippe Tortell, Director of the Wall Institute, for instance. In a letter outlining the reasons for his resignation, he argues that the Institute, by bringing together scholars from across the university to meet and discuss their research outside of department and faculty structures, offers “a model for truly creative and unconventional thinking in the increasingly bureaucratic culture that is spreading across universities around the world.”
So when the UBC president, Santa Ono, issued what Tortell describes as “a series of directives” that would “eliminate the majority of PWIAS programs” and appropriate “a large fraction of PWIAS funds” for programs run by central administration, this came across as “an existential threat to the Institute’s core mission, academic independence and capacity to catalyze truly innovative and creative research.” The bureaucracy was taking over, in the name of a “strategic plan” that elsewhere Tortell calls “a total travesty and a total sham . . . an empty, hollow document of which the administration should be wholeheartedly embarrassed.”
On the one hand, then, you have top-down directives from the university hierarchy. Ono’s Vice-President for “Research and Innovation,” Gail Murphy, helps to oversee the “Research Excellence Clusters” to which Peter Wall funds are now to be tied. The UBC Plan’s primary definition of “research impact” for such clusters cites “spinoffs that take advantage of technological developments.” This model may work in some areas of the Sciences. A Computer Scientist, Murphy’s work is on “improving the productivity of knowledge workers, including software developers,” and in line with the Plan she directs a spin-off company that trumpets its links to firms such as Deloitte, Lockheed Martin, and Northrup Grumman.
On the other hand, you have an Institute that offers scholars some autonomy from administrative or market demands, with a mission to promote “deep and unconstrained research into some of the most profound questions and challenges facing humanity.” Its most visible activity within the university is the Wall Scholars program, whose main requirement is no more and no less than that scholars be in residence at the Institute and meet regularly. In addition to Director Tortell, an oceanographer who studies the concentration of gases such as carbon dioxide in the Antarctic Ocean, it has Distinguished Professors such as Derek Gregory, a geographer dedicated to “a critical study of the techno-cultural and political dimensions of air war.”
It is not hard to see that there are very different visions at work here. There is a widening gulf between what the British critic Stephan Collini calls the “outer bluster and inner defensiveness” of “current HiEdspeak” and the more modest aims of an Institute whose method is to bring people together and see what happens when they work without the constraints of directives from above or the injunction to seek yet more revenue from outside.
Not that the Institute is perfect; far from it. There is some irony to the fact that it is only thanks to a wealthy donor–the eponymous Peter Wall, a Vancouver property developer, who in 1991 gave the then extravagant sum of $15 million in his own corporation’s shares to the university–that the Institute has been able to maintain some distance from a central administration increasingly focused on figures and funding. Members of the Wall family, moreover, make up two of the five seats on the institution’s Board of Trustees, a fact that complicates and compromises its independence. There could have been more in the way of intellectual leadership, and not simply via fiery statements of resignation. At times the atmosphere is too cosy, too much like a somewhat sedate Faculty Club.
Above all, the Institute could undoubtedly have been making a better case for itself, and for its alternative vision of the university. This is its responsibility, and it may have led to more press coverage and attention, and not just in the face of the imminent dispossession of its autonomy. It would also have made it easier to write about it for Wikipedia.
Right now, the Institute’s Wikipedia article is basically a puff piece, crafted largely by its own staff, and prefaced with an official Wikipedia warning that it “is written like an advertisement.” The temptations to vacuous self-promotion are many and strong, and few in the contemporary university are immune to them. “Please help improve it,” the warning continues, “by removing promotional content and inappropriate external links.” The university, like a Wikipedia article, is a work in progress that can always be improved, and that task should not be left to the administrators.
The fight is not over. In the face of overwhelming disapproval of his decision, President Ono has taken a qualified step back and promises “a fulsome conversation.” Better late than never, though the sword of Damocles is still poised over what has been an intellectual oasis for many of us.
And perhaps this crisis can become an opportunity. With the spotlight on the Wall Institute, now is the time to acknowledge the importance of interdisciplinary research dedicated to critique and innovation rather than utility or financial profit. If the university can come together for an open and thoughtful discussion of the very nature of “advanced study,” it would be a move in the right direction. What is at stake is the nature of the institution itself, and the university’s distance from the the logics of state or market. This means that the university needs to be accountable to the Wall Institute, as much as the Institute needs to be accountable to the university.
It would be a positive outcome of the current controversy if UBC emerged with increased powers of resistance, more democratic and more certain of why we need universities in the first place.
See also: excellence, From Discipline and Discovery to Place & Promise, Warwick University Ltd, From Here, Universities at War