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The fact is that foundations that have successfully influenced academia have learned to use a set of levers that are precisely calibrated to work effectively within the existing structures of higher education. These levers align with academia’s distinctive norms, work with natural intellectual incentives, and are based in a keen understanding of the organizational psychology within colleges and universities.
What follows is a study of that architecture—a picture of ten of the levers that foundations can use to influence scholarship.
Two weeks after introducing a policy that allowed administrators to secretly record faculty members during class, University of North Carolina at Chapel Hill chancellor Lee Roberts told faculty he would nix the rule.
“The whole idea was to create clarity and reassurance,” Roberts said during a Faculty Senate meeting Friday. “That policy clearly has not achieved that aim.” Faculty members applauded at the news. During a Q&A, Roberts confirmed that no faculty members will be surreptitiously recorded until—and if—a new policy is put in place. Administrators will continue to evaluate whether the university needs such a policy, he said.
It’s like clockwork. War breaks out. Then come the calls for censorship. After the war with Iran began over the weekend, the group Columbia University Apartheid Divest tweeted “Marg bar Amrika” — Persian for “death to America.” The group is not a recognized student organization at Columbia University, and it’s unclear who operates its X account. But that didn’t stop demands for punishment.
The group’s tweet is unquestionably protected speech. The Supreme Court has twice held that even flag burning — often a visceral, symbolic expression of contempt for the nation — is constitutionally protected. As the Court famously declared, “If there is a bedrock principle underlying the First Amendment, it is that the government may not prohibit the expression of an idea simply because society finds the idea itself offensive or disagreeable.”
