John Harvard’s JJ oo uu rrnalnal

Steven E. Hyman

Back to the Lab Bench end of the academic year. The office was the center of the University’s efforts to fa- created in its modern Harvard form un- cilitate collaborative, interdisciplinary re- Steven E. Hyman, M.D. ’80, a neurobi- der President Neil L. Rudenstine in 1992; search and teaching. Hyman plans to take ologist who has served as University pro- Hyman’s decade of service makes him the a sabbatical year at the Broad Institute, vost since 2001, announced in December longevity champion, and gave him the op- the Harvard-MIT genomics center—he is that he would relinquish the post at the portunity to define the position, now at a member of the Harvard Medical School (HMS) faculty—to explore returning to In this Issue active science, and to create a course for undergraduates on neuroscience, ethics, 41 Harvard Library’s First Director 47 Brevia policy, and law. The search for a new pro- 42 Tackling Teaching and Learning 49 The Undergraduate vost began in January (see page 40). 43 Harvard Portrait 51 Sports “I have deeply valued my partnership 44 Prototyping House Renewal 52 Alumni with Steve,” said President Drew Faust 45 Yesterday’s News 56 The College Pump in a statement as part of the news release

Photograph by Stephanie Mitchell/Harvard News Office Harvard Magazine 39 John Harvard’s Journal about Hyman’s decision. “He has spurred gies); in early December, he was named to from something in bad times,” and the fresh thinking and important initiatives in chair the new board of directors for the University has emerged from its recent areas ranging from the sciences to the hu- Harvard library system. (For more on the financial challenges with “a very effective manities, from the museums to the librar- libraries, see “Harvard Library’s First Di- president who is in command and a very ies.…In all of these areas and more, he has rector,” page 41.) strong staff—including the vice presi- approached his role with intelligence, pas- dents and certainly with the addition of sion, and wit, and with a devotion to the In a conversation in his Massachu- [executive vice president] Katie Lapp. highest academic standards.” setts Hall office on December 14, Hyman And we have a remarkably strong cadre Early in his career, Hyman was a pro- described his decision to step down as he of deans.” Later he noted that with a large fessor of psychiatry at HMS and served entered “the tenth year of a five-year com- University capital campaign in the offing, as the first faculty director of the Univer- mitment” in personal terms. He indicated “President Faust deserves in whoever will sity’s Mind, Brain, and Behavior Initiative. to Faust last July, he said, that he thought be provost someone who will serve for the He was subsequently appointed director this should be his last year as provost. duration, in mint condition.” of the National Institute of Mental Health During his service, he said, “I have mostly When he became provost, Hyman re- (1996-2001); during that initial period of stayed out of searches for other positions called, the office was new at Harvard and administrative service, he maintained a outside of Harvard,” and had arrived at consisted of a “collection of projects,” not laboratory and continued to publish sci- the decision that he did not want another yet resembling the post of chief academic entific papers (activities he has had to put administrative position, at least for the officer that the title signals at other re- aside during his decade as provost). The near term. “I fell down the administrative search universities. Today, he said, it is interfaculty initiative served as a useful well rather early, in mid career” as a scien- “well on its way to becoming a modern introduction to Harvard’s interdisciplin- tist, he said. During his sabbatical year at research university provost’s office, but ary, multischool programs and projects— the Broad, he said, he hoped to “see what with a Harvard flavor.” That Crimson col- a principal focus for his work as provost. I can do effectively in the sciences” after a oring strongly reflects the traditional de- Of late, he has been associated with such long layoff from the laboratory bench; he centralization of the University’s schools. University-wide initiatives as the effort to conceded, smiling, “I may not be rehabili- They retain their autonomy, and the pro- rethink the libraries’ operations and ad- tatable.” vost’s office has strong, direct interactions ministrative organization (for budgetary The time also seemed suitable, he con- with each, Hyman said, but “the most im- reasons and to adapt to digital technolo- tinued, because “You shouldn’t walk away portant thing we do is to work tirelessly across schools and across disciplines.” Wanted: Corporation Members, Provost There is a “lot of life left in the disci- plines, and lots of rigor,” he added—but it In the wake of the Harvard Corpo- former CEO of Vertex Pharmaceuticals would be curious if inquiry today aligned ration’s early December decision to and chair of the Harvard Medical School entirely with departmental and profes- increase its membership from seven— Board of Fellows; Diana Nelson ’84, di- sional-school boundaries established a the President, Treasurer, and five Fel- rector of the Carlson Companies and century ago. Thus the provost’s office sup- lows—to 13 (see “The Corporation’s former co-chair of the Harvard College ports the departments and schools (for 360-Year Tune-Up,” January-February, Fund; and Robert Shapiro ’72, J.D. ’78, a instance, through University-wide efforts page 43), nominations for candidates to partner at Ropes & Gray, past president to encourage faculty diversity, to support serve on the senior governing board are of both the Harvard Alumni Association international research and learning, and now being sought. An early-January an- and the Harvard Law School Association. to oversee research—all of these now di- nouncement from President Drew Faust (Shapiro also served on the governance- rected by vice provosts), but seeks “not to and Senior Fellow Robert D. Reischau- review committee.) allow them to become limiting intellec- er solicited ideas and names from the Faust and Reischauer reiterated their tual silos. It falls to the provost’s office to Harvard community at large; they may earlier expectation that the Corpora- facilitate bottom-up efforts at boundary be submitted to corporationsearch@ tion’s expanded membership would be crossing.” Some 30 interdisciplinary ef- harvard.edu or by mail to Corporation put in place within the next two to three forts now receive funding. Search Committee, Harvard University, years. In his letter to the community announc- Loeb House, 17 Quincy Street, Cam- A week later, Faust announced the ap- ing his decision, Hyman wrote, “The bridge 02138; all communications will be pointment of a faculty advisory commit- world well recognizes Harvard’s overall held in confidence. tee to help her search for a successor academic strength, but less well under- Consistent with the Corporation’s to Provost Steven E. Hyman. Comments stood is the collaborative spirit of our fac- earlier steps to include members of from the wider Harvard community on ulty members and students and their de- the Board of Overseers in its review the provost’s role and nominations of sire to pursue important intellectual and of its governance structure and proce- candidates may be sent in confidence to practical problems wherever they lead— dures, the search for new Corporation [email protected] or by letter often across the boundaries of disciplines members will include three Overseers: addressed to her at Massachusetts Hall, or of individual schools.” Joshua Boger, Ph.D. ’79, founder and Harvard University, Cambridge 02138. As examples, he cited the first inter­ school department (Stem Cell and Regen­

40 March - April 2011 Harvard Library’s First Director

Helen Shenton, an experienced innovator from the British Library who was deputy director of the Harvard University Li- brary this past year, became executive director of the new, con- solidated Harvard Library in mid January. “What we will be do- ing,” she said in an interview at Wadsworth House, “is creating something new…the concept of one Harvard library.” Recalling visits to Harvard’s 73 libraries when she first arrived at the Uni- versity a year ago, she said she noted “a lot of enthusiasm” for the idea among library staff, who “want to work together in bet- ter ways” but have struggled to do so across “false boundaries.” Patrons, she added, also seek simple ways to access all of the collections once they are in a library or logged in to the system. Helen Under a management structure more than a year in the mak- Shenton ing (as part of a provost-initiated review of Harvard’s librar- ies), Shenton will report to and work with a new library board Lapp. Shenton, who focused on collection care at the British Li- that has been given “strategic and decision-making authority brary during an analogous period of consolidation, reiterated for the whole of the Harvard Library. That’s very radical,” she that “We must do this for the benefit of our patrons. It is for said, when compared to the coordinated decentralization of now, but it is also very much for the future.” the past. But during a “revolutionary time” in which people are She emphasized that even as the planning continues, local de- changing how they access and use information, she explained, cisions will remain important. “We need to balance shared ser- “We have got to not only respond, but be ahead of it, for the vices with the best of the local,” she said, “because the libraries good of pedagogy and learning and research.” have incredibly knowledgeable, specialized staff who work ex- Shenton credited a yearlong effort by the Library Implemen­ tremely closely with academic programs and with faculty, and tation Workgroup (chaired by Divinity School professor of know their subjects well. We must keep that whilst moving to philosophy and theology David Lamberth) for gathering tre- some element of harmonization.” mendously useful information about the entire library system, Shenton has wasted no time in taking action, announcing in “which had never been looked at as a whole.” In order to ef- late January that Harvard would be joining Borrow Direct, an fect necessary changes, she has identified several “strands of interlibrary loan program among the Ivy League universities work” that, as of late January, were being pulled into a transition that gives users access to a catalog of 50 million items for de- plan—involving issues of governance, funding, information tech- livery in just four to five business days. “Borrow Direct,” she nology, organization, and use of space—under the supervision explained, “strongly reflects the aspirations that guide the new of provost Steven E. Hyman and executive vice president Katie Harvard Library.” erative Biology, under the Harvard Stem grees, before turning to medicine.) These tenure ultimately rest with the president, Cell Institute); the interdisciplinary collaborations, he said, are “what I am the provost now runs “somewhat more Wyss Institute for Biologically Inspired proudest of.” than half” of the review committees, he Engineering (linking HMS, affiliated hos- Hyman also oversees affiliated cultural said—in the heady days before the recent pitals, the School of Engineering and Ap- institutions, ranging from the museums to economic difficulties, one per week, across plied Sciences, and Faculty of Arts and the American Repertory Theater (ART)— all the faculties. He marveled at “what you Sciences departments such as chemistry a responsibility not common to provosts can learn” as provost from engaging with and physics); and an increasingly Uni- elsewhere. He cited with enthusiasm the the faculty members through those re- versity-wide Humanities Center, build- reconstruction of the Fogg Art Museum, views. ing on humanities efforts in each school. now under way, to “create a true teaching (Hyman’s own career is an archetype of museum,” and the activities of the ART; Looking ahead, Hyman said his most boundary-crossing. A 1974 Yale gradu- both institutions’ directors were appoint- important piece of unfinished business is ate in philosophy and the humanities, he ed through searches under Hyman. ensuring that the restructuring of the li- then journeyed to the University of Cam- Finally, he said, “The greatest privilege brary system proceeds and gains momen- bridge as a Mellon Fellow in the philoso- for me is chairing committees related to tum. The new University library board phy of science, earning B.A. and M.A. de- faculty promotion.” Although decisions on has been appointed, an executive direc-

Photograph by Stephanie Mitchell/Harvard News Office Harvard Magazine 41 John Harvard’s Journal tor named, and work will continue to colleagues who care about institution- portunity not formally part of the job: implement the recommendations arrived building” and about securing the future teaching “breathtaking” undergraduates. at during the past year of reviews of the of the University. Second, he said, defying He cited his freshman seminars, a neuro- library system’s operations and collecting external views of Harvard as “terminally biology lecture course, and, more recent- needs and practices. siloed and tied down like Gulliver,” when ly, a neurobiology junior tutorial. Those What was most fun about the posi- instead the University is creating new in- experiences underlie his plan to develop a tion? First, Hyman said, “working with terdisciplinary units—“that feels really, new neurobiology course for the College’s some remarkably talented and dedicated really good.” And third, he said, is an op- General Education curriculum.

Tackling Teaching Tier Teaching,” March-April 2007, page texts. The first is as an FAS academic pri- 63). The task force succeeded the earlier ority in the forthcoming University capital and Learning review of the undergraduate curriculum. campaign (alongside House renewal, see For the third time in a decade, the That extended review had led to change page 44, and goals such as financial aid Faculty of Arts and Sciences (FAS) is ad- in course content, as the Core curriculum and scholarly initiatives). The second is dressing its educational mission. During was succeeded by the new General Educa- the national debate over the effectiveness the December 7 faculty meeting, dean tion offerings and course requirements for of higher education—as for-profit schools Michael D. Smith talked at length about students. But it focused little on pedagogy expand, public universities’ budgets “teaching and learning,” initiating both a per se, beyond advocating smaller section shrink, and parents and students examine website dedicated to the subject (www. sizes and alternative classroom layouts to the costs and benefits of a wide range of fas.harvard.edu/home/content/teaching- accommodate new teaching styles. private institutions. “Overall,” Smith told and-learning) and what he hopes will be Smith’s decision to highlight teaching colleagues, “my goal is to establish in the discussions intended to “identify how and learning anew illustrates both the im- public consciousness our position as an best to support pedagogical and curricular portance of the subject and the difficulty of undisputed leader in pedagogical and cur- excellence today and for the future.” defining what that means, measuring per- ricular excellence in America today.” Smith drew on the work of the Task formance, and effecting improvements. His Force on Teaching and Career Develop- starting point—“Harvard is an institution In a recent conversation, Theda Skocpol, ment, a 2006-2007 effort during the in- of truly great teachers”—set a high stan- who chaired the 2006-2007 task force, terim presidency of Derek C. Bok and dard for what he described as the progress said that the compact aimed to recast the deanship of Jeremy R. Knowles, the result the faculty had made since the compact prevailing view of teaching as an essen- of which was the faculty’s “compact on was promulgated, and for its aspirations. tially private, individual activity: an art teaching and learning” (see “Toward Top- He placed those aims in two larger con- for which one had or lacked the knack. Instead, said the Thomas professor of government and sociology, the compact’s premise is that teaching, like scholarship, News from Our Website can advance through peer review, inquiry into effective instruction and learning, Harvardmagazine.com brings you continuous coverage of University and alumni and incentives—all aimed at promoting news. Log on to find these stories and more: evaluation and continuous improvement. Business Curriculum Changes Skocpol was then dean of the Gradu- Supplementing the case method with international field ate School of Arts and Sciences (GSAS), experiences and other new teaching formats a post affording perspective on graduate harvardmag.com/business-curriculum-changes education, the training of teaching fellows for their significant role in undergraduate New Summer Research Programs for Students classes, and her own College courses. Undergraduates will have opportunities to explore During a late-January interview, Smith social science across the disciplines, and business- reviewed progress in implementing the related topics. harvardmag.com/new-research-programs compact. Faculty members’ annual self- reports on their activities now request Nabokov’s Butterfly Theory much more detailed accounts not only of The Russian author had a passion for butterflies; new findings their research, but also of their teaching, from Harvard biologist Naomi Pierce confirm his theory mentoring and advising, and pedagogical about the winged creatures’ migration and evolution. innovation. Deans and department chairs harvardmag.com/nabokov-butterflies use those data in setting salaries, he said. In making faculty appointments and pro- Visit harvardmagazine.com to get news as it happens. motions, Smith said, “We ask a lot more” about teaching, drawing on the Q Guide stay connected - harvardmagazine.com (student course critiques) and depart-

42 March - April 2011