[The following analysis was sent to us by an experienced academic administrator.]
A Los Angeles Times article published on October 18, 2013 notes that an independent investigative report conducted at UCLA found instances of overt and covert racism involving minority faculty members. This information was gathered by an investigative review team appointed by Executive Vice Chancellor and Provost, Scott L. Waugh, under the direction of Chancellor Gene Block and involves findings from interviews with eighteen faculty members in individual interviews as well from ten written statements submitted after a Town Hall meeting. The external review team consisted of a panel of experts including former California Supreme Court Justice Carlos Moreno, UCLA Professor emeritus Gary Nash, Bob Suzuki, former President of Cal Poly Pomona, Dr. Maga Jackson-Triche, former UC Davis Professor, and attorney Constance Rice.
The findings of the report include the identification of conflict involving a racial component in two UCLA departments, two reports of egregious incidents of bias experienced by UCLA faculty members, and three reports of perceived bias in hiring, advancement, and retention.
The academic department is the cultural environment that shapes how minority and women faculty are supported and welcomed, the way conflicts are resolved, and how power is distributed. The department chair sets the tone in the academic department, but the makeup of faculty in a given setting, such as the predominance of long-serving tenured faculty, also impacts the departmental dynamic.
Case in point, the study highlights allegations of systematic exclusion of minority and female faculty in what is called “Department A” that ranged from telling junior faculty of color that they would not attain tenure, to discriminatory remarks such as “I thought Asian women were supposed to be submissive.” A white faculty member who was tenured and subsequently left the department indicated that he had spoken out against such conduct, been retaliated against by the department chair through a recommendation against a merit increase in pay, and he then retired rather than continue in that atmosphere.
In “Department B” two faculty members alleged that the department was divided along racial lines, indicating that they had experienced incidents of bias or discrimination by other faculty members, including senior faculty. One faculty member indicated what he perceived to be a clique of Caucasian male professor who ran the department, and said he had personally witnessed senior faculty use racially or ethnically insensitive language.
Incidents of racism noted in the panel’s findings include the report of a Latino faculty member in the health sciences, who indicated that shortly after his hire as a fully tenured faculty member, a senior faculty member in his department, upon encountering him for the first time in the hallway, asked in a loud voice in front of a group of students “What is that fucking spic doing here?” When the Latino faculty member reported it to his assistant dean, the assistant dean, although sympathetic, advised him against going to the dean since it would cause more trouble. The Latino faculty member feels threatened by the senior faculty member, and also believes that the individual left a screwdriver in his mailbox in 2010.
The majority of incidents identified to the reviewers involved process-based discrimination in hiring, advancement, and retention. Faculty members believed that they were denied advancement due to bias and discrimination, usually through an unfavorable letter from the department chair or dean and a negative departmental vote.
Recommendations for action in the report include the need for: 1) adequate training of UCLA employees, including faculty, on what constitutes biased or discriminatory behavior; 2) review of UCLA’s policies and procedures for clarity in how to report incidents of perceived discrimination and the subsequent investigative process; and 3) a centralized Discrimination Officer to address incidents of alleged bias, discrimination, and intolerance. The Discrimination Officer would have independent authority to conduct fact-finding investigations as a core responsibility of the office, would plan education and training, and ensure appropriate followup and recordkeeping. In essence, the Discrimination Officer would create the needed infrastructure to address informal and formal complaints and implement proactive and preventative measures to address forms of covert and overt discrimination.
The UCLA report highlights the importance of a framework of structural components that support an inclusive environment within the decentralized organizational environment of university departments. Recent research on academic departments finds a high degree of variability in the climate and interactions within academic departments that can be strongly influenced by the leadership of the dean and department chair.
Given the decentralized structure of universities with varying micro-climates and cultures, the experiences of women and minorities within departments can reflect very different realities depending on how power is operationalized through leadership, demographic makeup of the department, and intradepartmental interactions. The steps UCLA is taking are important by not only calling attention to the persistence of forms of subtle and covert discrimination, but also in creating the clear and unequivocal leadership expectation for an inclusive work climate throughout the university that supports the progress and contributions of diverse faculty and staff.