Why cant we train our own leaders?

Published 12:00 am Friday, December 15, 2006

Noted 20th century sociologist Robert K. Merton is often attributed with coining the phrase &8220;self-fulfilling prophecy.&8221;

Essentially, the phrase describes a prediction, which by its assertion causes the prediction to become true.

For example, if each customer of a bank believes the bank is out of money and goes down en masse to withdraw their deposits, the bank would likely run out of cash, at least temporarily.

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Because people think it, it becomes true.

The phrase is also a good description of the secrecy revolving around the Mississippi College Board&8217;s search process for replacing vacant university president positions.

This year, the board has decided to keep the names of potential candidates secret. Their rationale is that good candidates, fearing retribution from their current employers, may not put their names in the hat if they&8217;ll be forced to &8220;go public.&8221;

One would think, however, that a good university president would have no fear. What reasonable university would fire a good employee for exploring an opportunity if that person is already doing a great job?

Unfortunately, with the &8220;secretive society system&8221; you may attract people who may see nothing wrong with sneaking around looking for greener pastures.

Rather than worrying about not getting the best, most sneaky candidates to apply, perhaps the College Board should be asking a more introspective question.

Why is it that we often seem to have to hire from outside our own system?

A good, healthy educational system would include a training and development program that rewards the best and brightest, not one that makes them sneak around in the shadows.

A self-sufficient system can break a self-fulfilling prophecy any day.