Claudine Gay and the Limits of Social Engineering at Harvard

I had written and filed a column about Harvard and its president, Claudine Gay, when news of her resignation broke on Tuesday afternoon after fresh allegations of plagiarism in her published work. I’d like to record what I wrote: “Cancel culture is always ugly and usually a mistake. If Gay is to go, let it be after more deliberation, with more decorum, and when pundits like me aren’t writing about her.” Oh, well.

The point may now be moot, but the important question for Harvard was never whether Gay should step down. It was why she was brought on in the first place, after one of the shortest presidential searches in Harvard’s recent history. How did someone with a scholarly record as thin as hers — she has not written a single book, has published only 11 journal articles in the past 26 years and made no seminal contributions to her field — reach the pinnacle of American academia?

The answer, I think, is this: Where there used to be a pinnacle, there’s now a crater. It was created when the social-justice model of higher education, currently centered on diversity, equity and inclusion efforts — and heavily invested in the administrative side of the university — blew up the excellence model, centered on the ideal of intellectual merit and chiefly concerned with knowledge, discovery and the free and vigorous contest of ideas.