by Michael K. Townsley | Dec 17, 2025 | Essays and Commentaries
It is difficult to imagine the structure of a college in ten years. A decade could bring even greater change than the technological change taking place in the past few years. In particular, there is a strong possibility that artificial intelligence (AI) will become more than a way for students to cheat on their classwork. AI may be on the cusp of dramatic changes in that may presage enormous changes in colleges and universities.
Changes in demographics, student preferences for majors and degrees, and the cost of operation will press higher education to change its operational model. Colleges in order to keep pace with student demand and control the price of tuition will be forced to restructure their instructional delivery systems, manage the administration, eliminate buildings, and sell of large segments of campuses.
Here is my take on how college could look in a decade. You can take this with a grain of salt, or as a piece of science fiction, but the dynamics of AI are so powerful that it is hard to imagine what it will do institutions and to higher education, in particular. The purpose of this paper is a thought piece about one scenario that might happen to a private college or university.
At the end of the paper, there is another brief of what higher education could like in 2035. This brief, Chronos, was designed by John Stevens of Stevens Strategy. It offers a model which combines an interpersonal approach with technology to higher education.
Artificial Intelligence Will Operate with These Components – Instruction, Academic Administration, Student Support Services, Marketing and Recruitment, Presidential Administration, Finance, and the Plant.
Operational Structure- the college would be managed from sub-systems that flow into the central management system. The system will operate through the previously listed components based on the following principles:
Component Sub-System Design:
- Goals of the sub-system is to efficiently and effectively deliver the services for that component;
- Component design objective – to include all the factors need to efficiently and effectively: move students through the sub-system or provide operational support for students, or maintain continuous operation of technological services and maintenance of the plant.
- Each sub-system will have a manager, who is responsible for the efficient and effective daily operation of the system;
- The sub-systems manager will have following staff with ratios adjusted with experience:
- Instruction – ratio of 1 staff per X students; suggest a ratio of 1/150 students;
- Academic Administration – ratio of 1 staff member per X majors with other staff in relation to other sub-system reports; note the library services will primarily be conducted on-line;
- Student Support Services – ratio of 1 staff member per x students; suggest a ratio of 1/250 students; note, since there will be few if any dorms or major activities, this sub-system will not need many supporting staff;
- Marketing and Recruiting – ratio of 1/budgeted new students; suggest a ratio of 1/50 new students; not this ratio will depend on whether the college continues to conduct traditional recruiting drives;
- Presidential Administration – ratio of 1 per Key System Managers and additional staff as needed to perform the duties of the president;
- Maintenance of the Plant; this sub-system will need a complement of skilled workers to maintain the plant; other duties such as lawn work, janitorial work is will be contracted to third parties, the Maintenance of the Plant manager should be able to handle direct supervision of third-party services;
- The management principle for sub-systems – management by exception by identifying errors and problems that can be immediately fixed; system manager will take responsibility for long-term problems;
- The manager will have a minimum number of technologists or support staff with skills needed to deliver on the goal(s) of the sub-system.
- The sub-system will regularly report to the appropriate system managers on performance, long-term problems, and recommendations for design changes.
System Managers:
- Each component or a combination of components will have a system manager responsible for strategic management, operational oversight of sub-system performance, and resolving major errors or problems with the system.
- Technology Managers,
- There will an IT software and hardware technology manager, a communication system manager, and an AI system manager;
- Each technology manager will be responsible for maintaining daily operations, updating systems, and designing processes to correct errors and faults;
- Each manager will meet regularly with sub-system managers and sub-system technology support staff.
- The technology managers are responsible for the security and integrity of their systems.
- System managers will conduct regular meeting to review performance, identify major problems, recommend changes in design or system procedures, and propose strategic changes to improve efficiency and effectiveness of the system
Key System Managers:
- Chief Operating Officer (COO) is responsible for managing key system managers and the efficient and effective operation of the system. They will be like mission control of moon missions; receiving continuous report on operational data, chairing regular system manager meetings, and preparing long-term operational st
- Academic, Marketing and Recruitment, Finance, and Plant;
- Key System Managers:
- Regularly meet with the president to report on sub-system performance goals, problems, and the need for special expenditures;
- Academic systems manager conducts regular oversight meeting with sub-system managers, identifies major issues that are adversely affecting student performance or completion of a degree. Also, the academic system manager is responsible for assessment of student, and graduate performance standards.
- The marketing system manager will provide on-going performance reports, major issues that are adversely affecting enrollment, competitive conditions, and strategic plans.
- The finance system manager will provide daily and weekly reports on cash flow, student payments, net budget performance, estimated end-of-year net and cash flow; status of bond covenants, and any financial system problems that need technical staff to correct.
- Plant system manager is responsible for plant operations, repairs, and long-term infrastructure needs that have to be resolved to assure efficient and effective operation of the plant systems. The plant manager is also responsible for on-campus security, electrical back-up, and minimizing the chance of electrical faults due to lightening, unexpected surges, and blackouts.
President
The president as the leader of the institution, the solicitor of donations, and the chief strategist of the college oversees all the work of the systems. However, the president does not participate in the daily oversight of the system that is left to Chief Operating Officer. Here are several critical roles that the president does play regarding the operation of the system:
- The president is responsible for achieving efficient and effective performance regarding the operations of the institution.
- Chair of the monthly and end of academic period review with the chief operating officer and key system managers; the goal of the meeting is to identify any changes in college policy or procedures that require the approval of the president.
- The president is responsible for resolving issues between the chief operating officer or the key system managers, or the sub-system managers which have become an obstacle to on-going operations.
- The president as chief institutional strategist will chair budget and strategy meetings with the chief operations officer, and key system.
- The president has the direct authority of the board of trustees for management of the institution; furthermore, the president meets with board to conduct business regarding operational performance, policy changes, and the financial condition of the institution; anyone seeking to meet with the board of trustees will need the authorization of the president.
- The primary relationship of the auditors is through the president as delegated by the board subject to the auditors reporting indignantly of the president.
Physical Location and Design of the AI Performance Tracking System
- Operational Headquarters that includes the offices of the president, chief operating officer, Key System Managers, and Sub-System Managers except for the Plant Operation Manager, and house the AI and IT systems with generating capacity next to the building, and physical mail reception station.
- Plant Systems will be in a separate building and will house central utilities, security, custodial services, emergency tools and equipment, maintenance and landscaping equipment, and campus generator back-up to the Operational Headquarter generator,
- Parking will be adjacent to Operational Headquarters and the plant operations building.
- Classroom building will include sufficient space for all classrooms with backup technology services, backup generator, and storage for supplies.
- System Display Boards Location
- The master display would be in the operational headquarters building. The room will be large enough to accommodate the full board, the COO in a large office that overlooks the master display board, and sufficient cubicles for key system managers.
- Sub-System managers will be in separate rooms on other floors with direct connection to the COO.
Benefits of the AI Management System
- Helps students with the potential to lower tuition prices due to lower costs per student;
- Gives students more precise tutorial assistances to support their course work;
- Concentrates management in one location;
- Provides continuous and real-time access to student progress and plant operations;
- Identifies bottlenecks, errors, and other problems and prices this information to the level charged with managing operational issues.
- Affords central management problem solving for large operational issues that require changes in policies and procedures across the system.
- Offers a central location in the operations center to deal with unexpected emergencies or large-scale operational problems.
- Generates on-going and regular reports on goals and objectives of the college.
- Reduces the footprint of the college, which provides the board of trustees with the opportunity to sell off excess property and equipment and to use the sales income to pay down long-term debt.
- This system should increase the operational efficiency through constant monitoring of performance while reducing costs by eliminating redundant employees and disposing of unneeded buildings and equipment.
What Happens to Small, Financially Stressed Colleges That Can’t Adapt This Model?
Small colleges already face tremendous financial stress due to the enrollment cliff, changes in student preferences for majores, costs of operations, and internal resistance to change. There best option is to find a partner where both parties could have sufficient resources to make the lead to the high-technology college of 2035.
_______________________________________________________
Chronos Project
John Stevens, Stevens Strategy
Chronos:
Students want new model with interactive learning and individualized learning (not one size fits all), Yet, 75% of all entering college freshmen still desire a residential experience. 5.6 million students want cutting edge technology (e-learning), ten times more than those who want traditional instruction. The Chronos model offers 1000 percent growth in market for on-line learning
Chronos Summary
- Affordable, technologically delivered liberal arts and pre-professional;
- Individualized instruction with state-of-the-art technology;
- Integrates curricular, co-curricular and residential learning;
- Revolutionizes faculty work;
- Accredited degrees in 2.5 years;
- 45% of average student private college net price ($15,830*/$7,221 / sem.);
- 65% of average private college book price ($24,935*/$16,208/ per sem.);
- Campus – size is subject to existing campus;
- Predicted Net Profit: $116 million net profit annually at optimum enrollment of 5,000 students.
Chronos Model
- General Description
- Coaches organized by learning groups;
- Interdisciplinary programs and majors;
- Integrates curriculum and co-curriculum;
- Integrates living and learning;
- Individualized, technology-based instruction;
- Collaborative Project-based learning;
- Low tuition and fees;
- Accelerated graduation in 2 ½ years;
- Assessed by grades, projects, e-portfolio;
- Learning outcomes structured around 21stCentury career options.
- Continuous Student Assessment
- Pre- and post-testing of the expected learning outcomes associated with each course;
- Student’s performance assessed by grades in each course, Learning Coach assessment of participation in group projects and e-portfolios;
- Learning Coaches evaluated by aggregate student grades, pre- and post-testing of learning outcomes in courseware developed by each coach and 360˚ performance appraisals;
- Staff evaluated against benchmarks in their area of responsibility and 360˚performance appraisals.
- Key Financial Planning Elements
- Technology based delivery system;
- Learning coaches; coaches, assistant coaches;
- Lean administrative structure;
- Three trimester a year academic program;
- Efficient and green physical plant.
by Michael K. Townsley | Dec 13, 2025 | Private Colleges & Universities in Crisis
Private colleges in deep financial distress must be extremely adroit to survive. Specifically, presidents of these colleges will be forced to devise financial strategies that do not violate the law but will teeter on the edge of credible and acceptable actions by creditors, bankers, auditors, accreditors, and government officials.
Examples of the Slender Thread
- Auditors’ final report –
- Going Concern Issue, affects credit standing and capacity to borrow;
- Assets are reduced placing college in violation of debt covenants;
- Positive Net Change in Net Assets Revised to Negative Net Change placing college in violation of debt covenants;
- Indicates that the college has been borrowing from the endowment in excess of allowable amounts; placing the board of trustees at legal risk and the college at risk to pay back the excess;
- Indicates that the college has significant bookkeeping errors that raise questions about the validity of financial reports filed with lenders and regulatory agencies.
- Accreditors action –
- Rejects new program that was expected to produce sufficient revenue to cover future deficits;
- Rejects policy changes needed to cut academic costs;
- Places the college on warning notice.
- Government Regulatory action –
- Federal financial score for financial aid falls below minimum leading to the government requiring a substantial set aside of credit to be available to continue to receive federal aid. This could deplete cash reserves to the point that continuing operations is not possible.
- State regulator rejects a new program with a similar consequence as with accreditors rejection.
- Local government turns down zoning changes that would permit the construction of a new revenue generating building with similar consequences to the rejection of a program.
While these cases are hypothetical, many colleges have had to deal with them. In some instances, unexpected negative reports from an auditor, accreditor, and federal or state agency has pushed a college to the very edge of financial collapse.
The Slender Thread Can Bring a College to Its Knees
When It Snaps!
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Current State of Higher Education
by Michael K. Townsley | Dec 13, 2025 | Private Colleges & Universities in Crisis
This paper addresses the factors that constrain a college president from constructing an efficient and effective system to achieve its mission. This paper aims to help presidents understand the factors that stymie operational strategies and plans, and how to mitigate these constraints to improve their chances of achieving the college’s mission.
According to Peter Drucker, a noted author on management, the purpose of a manager is to provide efficient and effective management in accomplishing the goals of an organization.[1] Efficiency in a college means that the process of producing a degree is at the lowest cost, as cost directly impacts tuition charges. Effective management involves choosing the best options to deliver an efficient outcome. O. E. Williamson, a noted economist of organizations, said that efficient and effective performance is not a simple task of pulling the right levers. According to him, organizations are inefficient and ineffective when common economic factors impede operational decisions.
In higher education, these obstacles are compounded by the inherent conflicts that flow from dual or shared governance of a college.
Factors Affecting Efficiency and Effectiveness in Private Colleges
- As O.E. Williamson, a distinguished author on organizational failure, has pointed out, a limited audit of academic and administrative programs can improve an effective process for the production of a service when those processes are regularly audited. In this case, he is not referring to financial audits but to audits of policies, procedures, and delivery systems.[2] The administrative systems, in particular, IT systems should be part of operational auditing because they control so much of the basic administrative work and the delivery of instructional services. Internal audits of academic and administrative performance are rare. Accreditation reviews are insufficient because they tend to be formulaic and fail to dig deeply into academic and operational performance.
One way to improve academic and operational efficiency is to conduct annual audits of both services that review in detail, policies, program designs, and operational performance. These audits should conclude with recommendations on how to improve efficiency and effectiveness for academic programs and IT services.
- Assessment of outcomes, like auditing of the delivery of services, is necessary to determine if the outcomes are the ones that a) the college intended to deliver, and b) the outcomes that graduates wanted. Too often the assessment of outcomes simply involves a count of graduates which can at least show the trend in graduates in absolute numbers or the trend in the percentage of graduates over time. This type of assessment does not get at the quality of the product, such as whether students are learning anything and whether they are building successful careers based on their academic experience. There are numerous ways to examine the question of quality, but written surveys may not be the best because they cannot question a graduate in depth about their degree. It seems that a better approach would be to interview random sets of students over time to get at their understanding of how college contributed to their lives or their success in their careers.
- Failure to estimate the cost per student or credit hour, and the cost of delivering a course, an academic program, or graduating a student. Deeply examining cost data requires that most business offices revise their chart of accounts, which are used to assign expenses. Too many charts excessively aggregate accounts. For instance, most charts do not precisely differentiate expenses between undergraduate versus graduate programs. It is the rare chart that even considers separating expenses by academic program, let alone by course.
The first level of a cost report should be the direct costs of delivering academic services to students, such as instruction, student services, and academic support. The next level of analysis is to estimate and apply administrative costs to direct costs. It is at this level where cost assignments become challenging. Revenue Cost Models (RCM) have worked with this problem for several decades. The difference between RCM and cost analysis is that the latter does not attempt to match revenue to expenses.
This data is critical if a college intends to manage its cost of operation. Since so few colleges have precision charts, it makes it difficult for a college to compare its costs with its competitors. As a result, the assessment of detailed costs must depend on the good judgment and experience of the president and the other chief administrators.
There are several requirements for establishing a cost estimation analysis:
- Precisely define costs and assign the costs to the units generating costs;
- Redesign the chart of accounts directly to the unit that generates revenue and expenses transactions;
- Set-up IT reports to regularly generate detailed cost/unit;
- Determine performance benchmarks. This aspect of the analysis may be the most difficult because cost analysis reports are not widely published. Several possibilities would be for a set of colleges to jointly produce cost reports to establish ranges. Of course, other colleges may not be too excited about having publicly disclosed reports of their inefficiency. Another possibility would be contract with a national auditor or a university with a higher education data analysis center to conduct cross institutional analysis.
- Too many colleges are slow to match the outcome of their programs with changes in the prospective student markets. As a result, colleges lose opportunities to increase enrollment or worse find that enrollment slips as prospective students look elsewhere for programs to provide them with marketable skills. Since the COVID pandemic and the onslaught of the demographic crash, many colleges are becoming more adept at responding to their prospective student markets. Regrettably, too many colleges have waited to take even elementary steps to change their programs or worse they stubbornly ignore that their prospective student market has changed what it wants from a college degree.
Dealing with matching the student market to a college’s programs and its outcomes is made more difficult because many presidents too often fail to:
- Listen to their external intelligence sources like, their admissions officer;
- Keep current with the market strategies of their competition;
- Read articles about how other colleges are able to match their prospective student market with their academic programs and outcomes.
- Organize a coherent marketing operation that regularly meets with the president about changes in the market and ways to respond to those changes.
- Have the vision to see academic or financial aid strategies that would be attractive to their market.
- Look beyond the immediate geographic boundaries of their current market.
- Hire the best consultants; too often colleges waste money on consultants who rehash their prior failures or worse do not spend the time to understand the unique character of a college’s marketplace.
- The use of monetary incentives in colleges is a sticky wicket, because they are contrary to the non-for-profit rule that profits cannot be distributed to employees.[3] However, many colleges have dodged this restriction with fancy legal footwork, but the issue remains a risk due to the college facing substantial tax issue, if the IRS rules that a bonus violates the non-distribution rule.
Because colleges generally avoid broad stroke incentives for lower-level employees in its organization, they have a difficult time targeting employees or groups to improve performance. In addition, incentives to individuals, even when it does not take a monetary form, can upset the culture because team members may look on the incentive as an undesirable change of status for a member or unwanted pressure on the team or other teams. This can often result in resistance leading to counterproductive results, such as; a lowering rather than increasing productivity.
There are alternatives to singling out a single person for an incentive, for example, incentives for team, or benefit for groups involved in a certain tasks like admissions, registration, and student advisement. Presidents who want to provide incentives to improve efficiency and effectiveness need to carefully design incentives to avoid unexpected consequences.
Dysfunctional decision-making often takes place at the interface between the administrative hierarchy and the faculty senate, which represents faculty peers. Cohen and March described the problem of leadership, where the leadership side is weak and the faculty side is strong as being enmeshed in ambiguous internal forces that confound rational decision-making.[4] Ambiguity of leadership describes why college presidents are unable to optimize decision-making but depend on arbitrary events to hopefully maneuver toward a productive decision. Although the ‘ambiguity of leadership’ paradigm superficially describes decision-making, it leads to piecemeal solutions and not coherent strategic action. Regrettably, the split between presidential leadership and faculty governance is an indicator of inefficiency and ineffectiveness in achieving its mission and serving its students. Unfortunately, leadership game playing leads to substantial delays or lost opportunities to improve efficiency and effectiveness.
Cohen and March’s paradigm suggests that ambiguity at the interface between the hierarchy and the faculty senate often forces the president into becoming a game manager who must become adept at waiting for infrequent opportunities to shape academic change.[5] This game even has a rule book – the faculty handbook – which is commonly written by the faculty, whose interest it directly serves.
Under these circumstances, presidents are unable to respond effectively to small changes in the market or student markets, governmental regulations could damage the fiscal integrity of the college in the long-run. There is a philosophic term for this condition, it is called ‘creeping normalcy’ where supposedly small problems are ignored, opportunities are lost, and eventually an institution falls into a state of
As a final note about the organizational failure that is evident in the interface between the presidential hierarch and the faculty peer group will depend on the following:
- Gifted college presidents who have the skills and personal strengths to convince the faculty that academic change serves their long-term interests and the college’s.
- A series of crises that forces leadership and faculty to leapfrog any ongoing conflict between the two governance forms. For example, it is apparent that the continuing crisis caused by the demographic cliff, COVID, or changes in student preferences for degrees is forcing a lowering of the conflict boundaries between the faculty and the president.
- Further resolution of this organizational failure will have to wait for accreditors and regulators permit colleges to determine if the dual governance structure in higher education continues to have value in the governance of colleges.
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Current State of Higher Education
ENDNOTES
-
Drucker, Peter (1973); Management Tasks. Responsibilities. Practices; Harper; New York; pp. 47-48. ↑
-
Williamson, Oliver (1975); Markets and Hierarchies: Analysis and Antitrust Implications; The Free Press, Division of Macmillan Publishing Col; New York; pp. 146-147. ↑
-
Gibbons, Robert and John Roberts, editors (2013); The Handbooks of Organizational Economics; “Ownership and Organizational Form”; Harry Hansmann; Princeton University Press; Princeton; p. 908. ↑
-
Michael Cohen and James March (1974); Leadership and Ambiguity; Harvard Business School Press; Boston; pp. 199-229. ↑
-
Ibid; pp. 199-229. ↑
by Michael K. Townsley | Dec 13, 2025 | Essays and Commentaries
Processes vs Outcome
Accreditors tend to be descriptive, prescriptive, and proscriptive, but to really get at these two basic issues:
- Do graduates have the skills to find and hold a job
- Does the institution have the resources to sustain its mission.
Before we delve into these questions, let us look at standards from two accreditation commissions: Middle States Committee on Higher Education (MSCHE) and The Southern Association of Colleges and Schools Commission on Colleges (SACSCOC). These two commissions were selected as typical of all commissions even though others may differ in minor ways. The following table identifies similar standards for each commission.
Table 1
Comparison of Standards for MSCHE and SACSCOC
| |
|
MSCHE
|
SACSCOC
|
|
1
|
Mission
|
X
|
X
|
|
2
|
Ethics
|
X
|
|
|
3
|
Design & Delivery of Instruction
|
X
|
|
|
4
|
Library & Learning/ Information Resources
|
|
X
|
|
5
|
Educational Program & Structure
|
|
X
|
|
6
|
Educational Policies, Procedures, &Practices
|
|
X
|
|
7
|
Outcomes
|
X
|
X
|
|
8
|
Faculty
|
|
X
|
|
9
|
Student Support Services
|
|
X
|
|
10
|
Financial & Physical Resources
|
|
X
|
|
11
|
Plans & Goals
|
X
|
X
|
|
12
|
Transparency & Institutional Representation
|
|
X
|
|
13
|
Governance & Administration
|
X
|
|
|
14
|
Governing Board
|
|
X
|
While these two commissions may set-out the standards in different groupings, in the end, they are both going after the same type of information. They both are looking for: authority for their existence, evidence of planning and control of instruction, information showing strategic planning, documentation of governance mechanisms including shared governance between academic program and the president and the board of trustees.
The work involved in collecting data, writing reports, committee meetings, reviews, putting together the final document, and preparing staff, faculty, administration, and the board of trustees can run into a hundred thousand hours of work during the year of the accreditation visit. Yet, preparing data and draft reports for the visit can take several years. In addition, the reports for academic and instructional departments may take a disproportional amount of time to complete.
However, it is worth questioning whether today’s accreditation process truly serve the interests of the government, who provide a substantial, if not most of the funds, for most colleges and universities and does it serve the interests of the students who enter the institution to gain skills that will serve their financial needs in the future. I suggest that the current certification system is too process oriented, time consuming, and needs to be redesigned to respond to two essential questions – can students find ‘gainful employment’[1] after graduation and does the institution have sufficient resources to serve its mission, support current operations, and provide sufficient assets for future students. Here is how I would suggest restructuring the certification process:
- Legitimacy – Collect data on the current governmental authority and incorporation documentation of the legitimacy of the institution to operate.
- Annual Financial Condition– Provide three years of audits and management letters to attest to the financial condition of the college.
- Legal Liabilities -Provide information from the college’s legal counsel about outstanding legal actions against the college or its employees.
- Strategic Financial Condition -Use Richard Cyert’[2]s model of economic equilibrium to estimate if the institution has sufficient resources to accomplish its mission, both now and in the future. His concept of equilibrium asks these two questions:
- Does the institution have sufficient quality and quantity of resources to fulfill the mission of an institution?
- Does the organization maintain: the purchasing power of its financial assets and facilities in satisfactory condition.
- Cyert’s equilibrium model is not difficult to compute and universities have data available in their audits.
- Graduate Employment – Collect data on the gainful employment of graduates over a fixed time period Although this requirement has not yet been approved by the government to determine if a college is to receive funding, it is significant information that the college needs and students need to determine the value of a degree.
- Graduate Proceeding to Graduate/Professional Schools – Collect data on graduates who apply to graduate or professional schools to determine if they were accepted. This standard is not part of a proposed federal student funding decision, it is relevant to the college and to students intending to get either a graduate or professional degree. If a college is counseling students with the intention of earning a post-baccalaureate intention, the college and these students need to know how successful graduate are at earning the next degree.
- Graduate Skills Analysis – Collect data on the skills of graduating students compared to entering students, to comparable institutions, and to curricula identified skills. This standard is directly pointed out at the real question about going to college. Do the skills of its graduates achieve the skills defined in the curricula and are their skills greater than the skills when they entered college.
These seven revised accreditation standards would replace the fourteen steps currently used by most accreditation commissions. There is a possibility that the revised accreditation steps would require less time and resources than the current methods. The greatest challenge for colleges under the new system would be the challenge of collecting data on gainful employment. However, if the federal government eventually moves to this standard in its own consideration of funding for higher education, colleges will need to come to grips with data collection. It would not be too surprising to find third-party data analysts take on data collection and reports for the gainful employment standard.
Summary Argument – I would argue that if graduates have gainful employment, the acquired skills listed in the curriculum, and there are sufficient resources, then these outcomes speak for the validity of the processes.
Go to Doors to Academia for More Posts on the
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NB: Editing assistance by
- James Gaddy, Vice-President for Advancement; Albright College
- Jack Corby, Vice-President; Stevens Strategy
Footnotes
-
. Gainful employment would follow the basic rules of the government that essential asks if a graduate can find employment that provides sufficient financial resources for their life, family, and future. It is not a happy phrase for many in higher education because of the difficulty of collecting the data, but it does get at one of the essential issues of the existence of a college, does it serve the future economic conditions of students given their cost of investment in a degree. ↑
-
. Richard M. Cyert was President of Carnegie-Mellon University, a noted economist, statistician, and author with James Marchof the seminal work on organizations – A Behavioral Theory of the Firm. ↑
by Michael K. Townsley | Sep 28, 2025 | Essays and Commentaries
Source: To Overthrow the World; Sean McMeekin; 2024
Purpose of Paper: Describe: the foundation of Marxism, Marx’s theory and Marxism’s impact on history.
Karl Marx claimed that history had been used to obscure men and women about their true condition in society. According to Marx history should establish the truth of this world no matter how dark it may be.
- Marx also claimed that the task of philosophy was not to soothe, but to unmask human self-alienation. Later, Marx wrote that philosophers have made the mistake of only interpreting the meaning of the world rather than pushing to change the world.
- Marx’s theory is based on the concept of the proletariat, which was first used in 1819 by Jean Charles Leonard de Sismondi. Sismondi saw the proletariat as the unemployed or poorly employed laborers living in misery, threatened by competition that drove wages down and threatened by machines that made their jobs obsolete. Proudhon also used the term in 1841 to describe the poor, as proletarians of the country, peasants or proletarians of the city, factory workers. For Sismondi and Proudhon, the proletarian could only gain social equality through political and intellectual emancipation.
- Marx like Sismondi and Proudhon’s declared that the proletarian was a separate class. Since Marx believed that the proletariat did not recognize themselves as a separate class – proletarians, they needed Marxist philosophers to clearly identify the condition of the proletariat. According to Marx, the proletariat suffered because of their exploitation, and that their condition could only be changed through revolution.
- Marx’s essay “Property and Communism” advocated the dictatorship of the proletariat as the Hegelian antithesis that would negate the property thesis that would then lead to a synthesis, a propertyless state without an overarching government. Marx claimed that communism solved the riddle of history and is therefore the solution (synthesis).
- Marx in ‘The Poverty of Philosophy” concluded that only a violent revolution would lead to the dictatorship of the proletariat.
- The Communist Manifesto laid out the earliest description of a communist system. Although Karl Marx and Frederick Engels are listed as joint authors, the’ Manifesto’ was mainly based on Marx’s concept of the communist revolution. The main theses of the ‘Manifesto’ are:
- That industrialization and free trade alienated the relationship of man to man with self-interest and callous cash payment.
- Abolition of property.
- Heavy progressive or gradated income tax.
- Abolition of all rights of inheritance.
- Confiscation of all property.
- Centralization of credit that is, financial institutions.
- Centralization of the means of communication and transport.
- Centralization of ownership, planning and management of all factories.
- Universal work obligation and the establishment of industrial and agricultural armies.
- Combination of agriculture with manufacturing industries to provide a more equitable distribution of work and pay.
- Dispensing free education to the proletariat and the combination of education with industrial production.
- Freedom under the capitalist conditions of production is a false reality
- The bourgeois form of the family would vanish under the communist revolution.
- Violence is a necessary element of the overthrow of the bourgeois/capitalist social/economic system.
Karl Marx’s Theory Rests on These Historical Threads
-
- Greek Philosophy used reason to make sense of the world:
- Plato – in The Republic quoted Socrate’s proposition that “such words as ‘mine’ and ‘not mine’ and ‘someone else’s’ must lead to the dissolution of the social fabric. The best-governed city would be one in which the ‘sharing of pleasures and pains binds the city together’. A thoughtful ruler, or philosopher-king, should establish political equality among its citizens, who by sacrificing selfish interests would come to equate their own fortunes with those of the city in which they belong.
- Aristophanes another Greek philosopher, proclaimed through a dramatic figure, Praxagora, that she would make land, money, and everything that is seen as private property, common to all.
- Christ’s Teachings – Jesus told his followers that it would be easier for a camel to pass through a needle that for a rich man to enter he kingdom of heaven. He advised one wealthy-petitioner, who asked what he must do to attain eternal life, “If you would be perfect, go and sell what you possess and give it to the poor.”
- St. Martin of Tours, an early bishop of the new church, preached that a true Christian must act as “the helper of the lowliest, the protector of the weak, the shelter of the hopeless, and the savior of the rejected.”
- Early Christianity introduced to the world the novel but counterintuitive idea that the weak, the poor, and the humble had as much human value as great statesmen, mighty warriors, and wealthy citizens. In the eyes of God all souls might be equal or at least judged by universal moral standards to which all were equally bound. Yet, Christianity even at its most radical stopped short of advocating outright equality of wealth as proposed by Socrates and Aristophanes.
- Thomas More espoused in Utopia the vision of a society without money, laws, or lawyers, where economic activity is rationally planned by ‘magistrates’ who never engage the people in unnecessary labor. The chief end of a constitution is to regulate labor to serve the needs of the people and to allow all the people as much time as is necessary for the improvement of their minds so that they can contemplate the conditions that make their life happy.
- John Calvin, a radical Protestant theologian, proposed the establishment of tight knit communities based on his theology of austere morality and the renunciation of materialism.
- Jan Mathy was a leader of an Anabaptist Sect, predecessor of modern Amish or Mennonite sec that were strict Calvinists, who attacked Catholics and Lutherans for hoarding gold and other precious metals. Mathy led followers in looting Catholic monasteries, pressed for the abolition of money, and declared food stocks to be common property.
- Enlightenment Philosophy used reason to advance the human condition through liberty, progress, and tolerance. One of the leading theorists of the era was Jean Jacques Rousseau.
- Rousseau was a widely respected enlightenment philosopher who stipulated that social equality was only possible if humanity could avoid the corruption that were granted to wealthy citizens at the expense of others. He did not believe that reason and scientific ‘progress’ would improve lives. Rather, he believed that owning land corrupted society because it kept others from using it. According to Rousseau, the fruits of the earth belong to all and the earth to no one.
- Rousseau’s essay, “The Social Contract”, stated that man is born free but chains himself by his personal needs. However, he did not believe that eliminating private property is necessary because a justly organized community will assure citizens of legitimate ownership. Nevertheless, Rousseau pointed out that an individual’s right to own property is subordinate to the community’s right to all property.
- Rousseau concluded that whoever violates the general will (social contract) of the citizens to provide a justly organized society will be forced to obey by the entire community. Under this rule, the violator of the social contract must be ‘put to death” because the violator has lost the right to be a citizen and is now an enemy. However, if a citizen obeyed the ‘general will of the community’ the citizen could keep the right to private property.
- French Revolutionary Philosophers who incited violence as inspire the establish of a new idealized state based on benefits as advocated by enlightened philosophers like Rousseau.
- Maximilien Robespierre used Rousseau’s statement of the general will of the people to justify the guillotining of 25,000 enemies of the French communal state. His draconian rule became the precedent for apocalyptic revolutionary terror that has plagued and inspired western civilizations since the French Revolution.
- Etienne-Gabriel Morrelly, Rousseau’s contemporary, believed that greed was the cause of man’s fall from grace. According to him, the desire to possess property is a universal plague of selfish interest that destroys social fabric. Thus, when property does not exist, none of its pernicious consequences will exist. In order to assure that society rid itself of greed, he proposed the following laws to align man with the intentions of nature.
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- Law #1: Nothing in society must belong to anyone, except for those goods used for immediate needs, such as for work or for personal needs like food.
- Law #2: Every citizen must be sustained, maintained, and occupied at public expense.’
- Law #3: All citizens must contribute to public services according to their strengths, talents, and age. This would later become the Marxian principle that from each according to his ability to each according to his needs.
- Law #4: Foreign trade should be closely controlled to prevent accumulation of private wealth.
- Morrelly also discouraged profit from the distribution of goods by decreeing that nothing can be sold or be exchanged between citizens. The exchange of goods would be regulated at the public storage facilities to prevent hoarding of goods by setting short, fixed terms for their use.
- Francois-Noel Babeuf, a manager of feudal funds for leading members of the French aristocracy, became disillusioned the aristocracy/feudal system during the French Revolution. He rebelled against the inequality of the aristocrats and the church because they controlled the wealth of the state and impoverished the peasants. Babeuf in his Manifesto of the Equals opposed civic equality and demanded absolute equality in everything. He called for the French Republic to apply Robespierre’s reign of terror against the rich who were unwilling to renounce their wealth in favor of the indigent. He said that wealthy aristocrats were the true enemies of the people. Therefore, all property of the aristocracy should be confiscated and given to the poor. Like Morrelly, Babeuf would decree that provisions of all sorts shall be brought to the people in public places, where they would be distributed equally, which would underpin the Leninist-Stalinist rule that all members would perform all labor which would be collected into storehouses to be equitably distributed.
- Utopians establish communities so that members can attain philosophic ideals to promote their betterment. Owen’s and Fourier both attempted to create utopian communities that embodied the ideals of the enlightenment.
- Robert Owen, a mill owner in Scotland, bought land in Indiana for a planned agro-industrial community and named the endeavor New Harmony, ‘This community would unite all interests into one, and remove all causes for conflict between individuals and married couples. This community failed as people objected to the limitation on marriage and other restrictions of their freedom.
- Charles Fourier, a wealthy French merchant, proposed restructuring industrial plants so that laborers would receive profit from the firm and would be able to change their work frequently to avoid monotony. His project failed when builder of his idealized agricultural farms wasted seeds needed for planting. He blamed its failure on souls corrupted by materialism.
- Anarchism abolishes authority and replaces state-controlled government units with voluntary communities and mutual aid. Here are two leading anarchical philosophers who had a profound impact on revolutionary theory in the nineteenth century.
- Pierre Proudhom Pierre Proudhon, one of the earliest proponents of anarchism was a contemporary of Karl Marx. Proudhon, as with Marx, declared that property is robbery, and the government uses violence and repression to enforce property rights. However, he deplored tyrannical violence and injustice to eradicate private wealth because it would produce stupid uniformity. He saw anarchy as the absence of a ruler or a sovereign that would lead to peaceful communities of voluntary self-governance. According to him, communism would promote forced social equality through oppression and slavery. The contradiction of Proudhon’s peaceable anarchic world is that anarchism could only take place after a violent spark was lit to galvanize the emergence of anarchic communities. There have been numerous instances where anarchists tried to light the spark with violence, for example: the Haymarket bombing in Chicago in 1886, the Wall Street Bombing in 1930, the assassinations of Empress Elizabeth of Austria in 1898, King Umberto of Italy in 1900, and President McKinley in 1901
- Mikhail Bakunin, a Russian anarchist, as with Marx, declared that property is robbery, and that government has employed violence and repression to enforce property rights. However, Bakunin took a different tack than Marx by deploring tyrannical violence and injustice to eradicate private wealth because it would produce stupid uniformity. Bakunin like Proudhon, saw anarchy as the absence of a ruler or a sovereign that would lead to peaceful communities of voluntary self-governance. According to him, communism would promote forced social equality through oppression and slavery. Bakunin pointed out a great contradiction of Marxist theory; that is, if the proletariat is to be the ruling class and the other classes disappear, then who would they rule. Once the proletariat became the rulers, they will cease to be workers and begin to look on the workers’ world from the highest levels of the state. Most importantly they will no longer represent the people but will represent their self-interest to govern the people. Bakunin asserted that anyone who doubts this is unfamiliar with human nature. Furthermore, Bakunin saw the inherit arrogance of the Marxian model because the new rulers would be learned or scientific socialist-bureaucrats, and as a result these leaders of the proletariat would become independent of the proletariat. Thereby, the Marxian superclass of rulers would transform themselves into oppressive, offensive, and contemptuous rulers of the world. The dictatorship of the proletariat would become a self-serving governance mechanism that would run rough shod over society.
- Dialectic Philosophy – Georg Wilhelm Hegel dialectical philosophy is the bedrock of Marxian theory that also exposes the internal contradictions of Marx’s application of the dialect philosophy.
- Hegel believed that although the world was not a happy place, nevertheless, he believed that reason could be used to find an inner logic and harmony to promote societal change.
- Hegel postulated that the world could be understood through a ‘dialectical process (dialogue) that would lead to a collision between opposing forces through a thesis (a proposition), an antithesis (a proposition in opposition to the thesis), and a synthesis (combines the truths of the thesis and antithesis). He believed that through the dialectic man would become self-aware and free. This dialectical cycle provided Marx with a logical basis for his theory.
Marxism Flaws
- That Marxian theory can deduce Hegelian logic of thesis-antithesis-synthesis in all individual and social behavior. The problem is that this deduction is in fact an untested assumption on their part.
- That Marxism can control the self-interested behavior of citizens, when in fact the government scientific leaders cannot check their own self-interested behavior.
- That a proletarian dictatorship will subsume their self-interested behavior like desiring better housing, good food, tailored clothing, elite education, while rejecting the opportunity to rid themselves of their enemies, real or imagined.
- That the Marxist application of the Hegelian cyclic logic ends with the fading away of the proletariat dictatorship to be replaced with a type of anarchism in which no one governs. However, Lenin and Stalin did not accept this assumption because they believed that the dictatorship would continue ad infinitum.
- That when the ruling class is replaced by the proletarian dictatorship it will improve the outcomes for the communist society. So far, where Marxian theory has been applied, it has failed miserably in improving the human condition. Unless the Marxist intent was to establish societies where the human condition is characterized by abject poverty, only then could a Marxist state be considered a great success.
- That the proletarian dictatorship never disappeared as predicted by Marx, but became a permanent fixture of Marxist states as forecast by Bakunin. Furthermore, the caste of professional bureaucrats spent considerable time, effort, and resources protecting their perks while confiscating the wealth of their enemies.
- That Marxism is an incredibly inefficient system to manage an economy is self-evident because it replaces market competition with national planners whose plans are governed by theory, self-interest of the leaders, and not market decisions of consumers and financiers. The internal contradictions of Marxian economies eventually rear their ugly head as they imposed impossible production goals on collective farm and industrial managers. The farm and industrial would lie about the actual amount of goods produce to protect their job, their perks, and their lives. These lies from the managers to the leaders led to false assumptions about the efficiency and effectiveness of the Marxian system, which in due time would crush the peasant and proletariat within a community of lies and universal poverty. In other words, deceit begat deceit which eventually led to the demise of the Sovie Communist State. There was an old saying by the proletariat under the Soviet State. You pretend to pay us and we pretend to work.
Marx the Bourgois Revolutionary!
- While Marx wrote his revolutionary thesis, his father provided funds to maintain his son’s indulgent lifestyle. His father was not happy with Karl as a lay about revolutionary, who insulted the family.
- Although Marx told a fellow philosopher that a ‘philosopher must be driven by a ruthless criticism of everything,’ he did not deny himself the fruits of his father’s labors. Marx was an early, but now familiar social type – a trust fund baby and revolutionary, who was not interested in a life of social consequence, but content to live off his parents as long as they allowed him the luxury of berating his father’s class.
- Marx most radical papers came after he married his childhood sweetheart, who had a nice sized inheritance. In addition, Marx had a dream job that required little work except to write opinion pieces berating the bourgeoisie. Soon after the marriage, he and his wife move to London where they lived the life of an upper crust bourgeois- renting a splendid residence staffed by liveried servants. Marx met Engels in Belgium. Engles had a reliable source of income from his father who was an owner of a textile mill
- While Marx was with Engels in Belgium, Marx took became a working revolutionary by promoting class consciousness to factory laborers. He discovered to his chagrin that they wanted better wages not revolution. Marx saw laborers as narrow-minded and unsophisticated about their exploitation by factory owners. Marx drew the conclusion that a revolutionary cadre would need to raise the consciousness of the proletariat as a class. After the proletariat learned that they were exploited, they rebel against the owner and the communist utopia would come into being.
- Marx admitted that though not being a proletarian, he and other communists had the great advantage of clearly understanding the need for a proletarian mass movement. Therefore, only Marxists could teach the theory of Communism, which may be simply stated as the Abolition of Private Property.
The Marxist Revolution in Russian
Unfortunately for Marxist theorists the revolution took place in a peasant country and not a country, as expected by Marx, in which the bourgeois oppressed the proletariat workers. Marx thought that the communist revolution would take place in heavily industrialized Germany. However, that did not take place until Germany was conquered after World War II. What follows is a brief discussion of how despotic leaders pressed the communist revolution on Russia and then outside of Russia after the second world war.
- Vladmir Lenin
- Vladimir Lenin was the primary protagonists who pressed forward with the Russian Revolution in 1917 and imposed draconian measures against what he saw as counter-revolutionaries. His vehicle for the revolution was the Bolshevik party.
- During the Russian Revolution and the civil war that followed from 1917-20, a famine spread throughout the country because of droughts, the loss of agricultural workers due to WW I and resistance to the communist revolution. During the famine, the Bolsheviks (communist party-political leaders) led by Lenin introduced compulsory labor for peasants and confiscated their harvests to feed the main cadre of party supporters in Moscow and Leningrad. The Communist leadership deemed that they had to feed their comrades in those cities first because they might rebel without food. The resulting famine in the agricultural districts of the Soviet Union resulted in the deaths of 2.5% of the population. Famine would become the main tool in subjugating recalcitrant citizens in Russian and other communist countries in Asia.
- Besides the suppression of counter-revolutionaries, the party leadership enacted laws to confiscate: industry, small business, news media, and Russian Orthodox church. At the same time, the Bolsheviks enacted laws that allowed divorce when one party to the marriage simply said that the marriage was over that upset centuries of traditional religious beliefs. In addition, the Bolsheviks turned class privileges on its head by giving priority in work, housing, education, and food to the proletarians, while former members of the bourgeois and aristocrats were assigned to menial work and were denied entrance into colleges and technical academies.
- The Bolshevik brought the state into line by renaming Russia as the Union of Soviet Socialist Republics (USSR).
- Joseph Stalin
- During Lenin’s life-ending illnesses, Joseph Stalin, a revolutionary brigand from Georgia, insinuated himself between Lenin’s household and the party leadership. Immediately, upon Lenin’s death, Stalin took control of the party leadership. It was from his perch as Communist Party Leadership that he took control of the party apparatus and the governance of the state and provinces. Stalin spent the rest of career and life eliminating perceived threats from fellow comrades and from all sectors of the country. His paranoia about those both near and far led to a series of purges and trials that cowed the population while eliminating millions of citizens of the USSR.
- The list of purges under Stalin were long and never ending. They first started with the removal and execution of former comrades and leaders of the central party committees like Grigory Zinoviev and Lev Kamenev. Unfortunately, for Kamenev, he made the mistake of suggesting to Zinoviev and others that they should replace Stalin because of his incompetence. As a result, they were labeled as ‘leftist threats’ and quickly dispatched. The execution of these two former friends, comrades, and leaders of the party were soon joined by untold thousands who were imprisoned or quickly dispatched by the Soviet secret police.
- By 1931-32, Stalin moved from eliminating individuals to nearly eradicating citizens of the Ukraine because they resisted Stalin’s decree to force the peasants off their small agricultural holdings into collective farms. This political action led to the famine called the Holodomor, in which the Soviet census suggests that 3.9 million Ukrainians starved to death. Their emaciated bodies could be seen on roads, in front of houses, in the fields, and on the streets of cities adjacent to the Ukraine.
- Show Trials of the Late 1930s followed the assassination of Sergei Kirov, the communist party head of Leningrad. The assassin appeared to have a personal vendetta against Kirov, but the assassination provided Stalin with the excuse to purge more of those whom he believed were his enemies. During this purge, Stalin executed the director of the KGB, Genrikh Yagoda, and military leaders claiming they were part of a vast right-wing conspiracy. Lastly, Leon Trotsky, Stalin’s nemesis from the days of the revolution was murdered in Mexico. The result of the purges was that most of the old Bolsheviks were killed, and the ranks of military officers were gutted. Nearly l million died during trials and 2 million were left starving in Soviet prison camps (Gulags). By the start of the invasion of Russian by Hitler in 1941, the Red Army was still trying to fill all its empty officer billet with qualified officers. The loss of military officers had a disastrous effect during the first year of the invasion where millions were captured and/or died.
- As Stalin took control of the foreign policy of the Soviet Union, he attempted carry forward Marx’s proposition that the countries of Western Europe were ripe for communist revolution. He established the Comintern to foster international revolution. While there were a few cases of communist revolutionary activity in Hungary and Germany, they soon failed. As a result, the drive to Overthrow the World was postponed until after WW II.
- World War II was both a tragedy and triumph for Stalin’s version communist leadership. Although Stalin conquered Nazi Germany and took possession of a ring of formerly independent countries on the edge of the Soviet Union, the victory cost the lives of 27 million soldiers and citizens. After the war, the Soviet Union struggled to survive because of the loss of so many laborers and managers.
- There is credible evidence that after excluding the massive number of deaths during the second world war, that Stalin’s was responsible for the death of another 14 million people. These figures do not begin to cover the loss of freedom to millions of Soviet citizens confined to the notorious gulags as slave laborers.
- Stalin’s actions coupled with the general inefficiency of a communist regime permanently weakened the country’s ability to reach a state of economic stability.
- Sad Note of Naivete for Emigrants to Communist Russia
Many American trade union members sought to escape the Depression in the United States during 1930s by emigrating to the socialist paradise. They sincerely believed Soviet propaganda that communism had solved the problem of poverty. Sadly, they soon discovered that the place was not a worker’s paradise. Instead, it combined hard work with long shifts, low wages, rationed food, no travel, and few days off with the constant fear of being sent to the Gulags. Many of these emigrants died either in the gulags or during the war.
- Overthrowing the World Resurfaces after WW II
- Mao Zedong won the Chinese civil war in 1948 after the United States withheld military support for Chiang-Kai-Shek undermining his miliary position relative to Mao.
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- Mao added a twist to Leninist-Stalinist revolutionary action – the public confession. These confessional meetings held in towns and villages throughout China forced the middle class to confess to their bourgeois sins and to give up their property. These confessionals typically led to either a re-education camps or a public execution.
- When the Chinese Communist took over the government, they drove out all foreign business owners and confiscated their properties. Mao, in most other aspects of his takeover of the government, followed the Stalinist line of confiscating property, forcing property owners into poverty, naming untrained people to run the government, and in cases of peasant recalcitrance – starvation.
- Mao was fond of creating chaos throughout his reign, for example, he began his regime with the Hundred Flowers Campaign, the Great Leap Forward, and the Cultural Revolution. The first event spread communism throughout China, the Great Leap Forward was intended to quickly industrialize the nation, and the Cultural Revolution destroyed most of the traditional culture of the country. These campaigns sowed chaos in the villages and the cities; as a result, these campaigns were utter failures.
- Mao may have been the Communists champion killer because he is credited with killing 45 million of his citizens through famine, punishment camps and executions.
- After Mao’s death, his chief deputy, Chou En Lai, introduced a capitalist economy but kept the party in control of the government. The results have been mixed. The government has used a historic tactic to suppress counter-revolution by claiming an outside country, in this case the United States is an existential threat to the Chinese state.
- Kim Il- Sung’s family in North Korea, and Pol Pot in Cambodia followed the communist platform but introduced quirky local variations, such as family worship in the case of the Kim’s and Pol Pot’s attempt to eliminate everyone who was not a true believer by killing them. Even though the death records of North Korea are not accessible, analysts have estimated that the Kim family have killed between 700,000 to 3.5 million people. Pol Pot’s regime was more ambitious in ridding itself of citizens perceived as threats to Pol Pot communist regime by killing 1.5 to 2 million Cambodians or about 25% of the population of Cambodia.
In summary, Marx’s theory has proven to be an utter failure with its main result being the murder of 54 million in Russia, China, North Korea, and Cambodia.
Rebirth of Marxism, despite the historic evidence of the failures and accompanying murderous policies, the young seem to be enamored by the fairy tale of all being equal and the ending of private property. Of course, they are foolish enough to ignore that they as members of the bourgeois are the very people that they intend to eliminate.