CHALLENGES FOR BERKELEY Five Intentionally Provocative Points Stephen P. Hinshaw

Five Intentionally Provocative Points
Stephen P. Hinshaw
UCB Psychology, UCSF Psychiatry
October 29, 2014
When you’re on top, it’s a long way down
 Fighting complacency
 Psychology’s faculty offer/acceptance rates: trends
 Chez Panisse effect?
 We’re incredibly inefficient when it really counts
 Although our evaluating faculty against a single standard
vs. one another is a strength, does the B.C. HAVE to
handle every merit?
 Upping base salaries for everyone
 Can we keep graduate matriculation at current rates?
 Much progress, but need re: grad endowments
We ignore UCSF (& other campuses) at our peril
 Multidisciplinary surge needed for fundamental tackling of
huge scientific and social problems
 Harmful lack of recognition/formal contact with medical
center, which is growing and changing before our eyes
 Mission Bay, integrative centers
 SH role in behavioral and biomedical sciences: Shrink the Bay
 It’s win-win to collaborate, and Berkeley holds many cards
 Global health, translational medicine, integration of social and
humanistic perspectives into basic and applied science
Major un-evenness among professional schools
 How to break out of older theoretical models to inform
scientific/evidence-based practice?
 How to incentivize diverse units to ante up for joint FTE outside
typical departmental incentives
 Explicitly linking L & S and professional schools
 Must continue to incentivize multi- and inter-disciplinarity
 Leaving behind the dichotomy of basic vs. applied work—
translational science as a better model
Return of Indirect Costs/Solvency
 Continuing lack of transparency
  Psychology ignored and then punished under 2005 policy change
  UCB’s share, vs. other campuses’
  We don’t want mercenary med school model, but our current
system is mystifying
  Non-grant-based disciplines and Departments (in fact, all units):
 Scrambling for income generation (Master’s programs, Post-Bacc,
Extension, Alums, other new revenue streams)
 How to continue to thrive across the disparate intellectual domains
and precedents across humanities, social sciences, ‘natural’
Dual-edged sword of ‘Berkeley Way’
 Good Berkeley:
 Innovative, iconoclastic, ingenious
 Bumblebee that can’t fly but does…
 Bad Berkeley:
 Contentious, counterproductive, cacophonous
 Can be out of step and out of touch with rest of the world’s
 Can fail to act decisively when quick action is truly needed