Over this past (or current, depending on where you are) winter the College of Saint Rose performed a classic queen sacrifice, cutting programs, staff, and tenured faculty. President Carolyn Stefanco led the axing of 27 programs and almost 6% of faculty.
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To flourish in business these days is to make disruption and change work for you and your business. You have to recognize the need and opportunity for change and risk the status quo. And you need to see that before anyone else.
Saint Rose trustees also issued a strong statement of support for Stefanco. Note this key line: “She is determined to … expand the academic programs our students are seeking”.
A key part of queen sacrifices is shifting resources from cut programs to ones seen as more likely to win students.
Not so with Saint Rose faculty, some of whom protested the award.
“The disruptions that Dr. Stefanco is receiving an award for are not the positive, transformational disruptions that other business leaders are being rightly praised for,” said Bridgett Williams-Searle, an associate professor of history and politics at Saint Rose. “Instead, President Stefanco’s disruptions promised to materially damage the curriculum and community at the College of Saint Rose.”
From another angle, this criticism:
“When you start firing tenured and tenure-track faculty,” [Angela Ledford, a political science professor and vice president of Saint Rose’s American Association of University Professors chapter] said, “then tenure no longer has any meaning.”
Since I started blogging about the queen sacrifice, has this academic strategy become normalized?