The Human Stain

In the very first month he was appointed dean, Coleman had invited every faculty member in for a talk, including several senior professors who were the scions of the old county families who'd founded and originally endowed the place and who themselves didn't really need the money but gladly accepted their salaries. Each of them was instructed beforehand to bring along his or her c.v., and if someone didn't bring it, because he or she was too grand, Coleman had it in front of him on his desk anyway. And for a full hour he kept them there, sometimes even longer, until, having so persuasively indicated that things at Athena had at long last changed, he had begun to make them sweat. Nor did he hesitate to open the interview by flipping through the c.v. and saying, "For the last eleven years, just what have you been doing?" And when they told him, as an overwhelming number of the faculty did, that they'd been publishing regularly in Athena Notes, when he'd heard one time too many about the philological, bibliographical, or archaeological scholarly oddment each of them annually culled from an ancient Ph.D. dissertation for "publication" in the mimeographed quarterly bound in gray cardboard that was cataloged nowhere on earth but in the college library, he was reputed to have dared to break the Athena civility code by saying, "In other words, you people recycle your own trash." Not only did he then shut down Athena Notes by returning the tiny bequest to the donor-the father-in-law of the editor—but, to encourage early retirement, he forced the deadest of the deadwood out of the courses they'd been delivering by rote for the last twenty or thirty years and into freshman English and the history survey and the new freshman orientation program held during the hot last days of the summer. He eliminated the ill-named Scholar of the Year Prize and assigned the thousand dollars elsewhere. For the first time in the college's history, he made people apply formally, with a detailed project description, for paid sabbatical leave, which was more often than not denied. He got rid of the clubby faculty lunchroom, which boasted the most exquisite of the paneled oak interiors on the campus, converted it back into the honors seminar room it was intended to be, and made the faculty eat in the cafeteria with the students. He insisted on faculty meetings—never holding them had made the previous dean enormously popular. Coleman had attendance taken by the faculty secretary so that even the eminences with the three-hour-a-week schedules were forced onto the campus to show up.

He found a provision in the college constitution that said there were to be no executive committees, and arguing that those stodgy impediments to serious change had grown up only by convention and tradition, he abolished them and ruled these faculty meetings by fiat, using each as an occasion to announce what he was going to do next that was sure to stir up even more resentment. Under his leadership, promotion became difficult—and this, perhaps, was the greatest shock of all: people were no longer promoted through rank automatically on the basis of being popular teachers, and they didn't get salary increases that weren't tied to merit. In short, he brought in competition, he made the place competitive, which, as an early enemy noted, "is what Jews do." And whenever an angry ad hoc committee was formed to go and complain to Pierce Roberts, the president unfailingly backed Coleman.