The Innovative University by Clayton M. Christensen & Henry J. Eyring

Author:Clayton M. Christensen & Henry J. Eyring
Language: eng
Format: epub
Publisher: Wiley
Published: 2011-06-15T04:00:00+00:00

Hinckley's Innovative Vision

Hinckley himself didn't have an implementation plan for the university. But he knew that the genetic structure was right. The exigencies of the Great Depression and an offer of employment from the church kept him from pursuing his boyhood dream of a graduate degree in journalism. Still, he had gained a thorough understanding of the traditional higher education model through twenty-five years as a member of the board. He particularly knew the university tendency to expand and climb.

It was Hinckley who had implemented zero-standard, realizing that the only sure way to contain the costs of a university or college is to limit faculty hiring and office space. Yet while Hinckley was concerned about creeping costs, he desperately wanted more young church members to have the opportunity to attend one of its higher education institutions, especially the flagship, BYU. In the mid-1990s, as both Ricks and BYU turned away applicants in record numbers, he tasked a team of analysts to study options for serving more students. One of the scenarios analyzed was building an entirely new campus. The required capital investment staggered the board, and the option of building a new university was quickly ruled out. At the same time, however, the study team produced unexpectedly compelling data on the value to the church of its higher education system. The team found that, relative to church members who went to other universities, students who attended its sponsored schools graduated at higher rates, earned more, and donated more time and tithes.12 Even in purely financial terms BYU and Ricks generated a positive return on investment, in the way that states hope their higher education systems will do.

The question in Hinckley's mind, though, was how to serve the most new students at the lowest possible cost. He knew that BYU, with its faculty committed to scholarly research, had a substantially higher cost per student than Ricks. He was impressed by the recent innovations at Ricks, especially the proposed track system for operating on a year-round basis. He also admired David Bednar's leadership skill and commitment to thinking outside of the box. In fact, Ricks College had held a special place in Hinckley's heart for years. At Bednar's inauguration in 1998 he had said:

Of the very many problems with which the Board deals … very, very few concern Ricks. This school just seems to go along with its wonderful responsibility of educating those who come to learn. We do not hear of difficulties with the faculty or with the students. Both bodies know why they are here, and they steadfastly pursue their objectives to accomplish that purpose.13

One day in early 2000, after a meeting of the board, Hinckley asked Hal Eyring to come to his office. Eyring was then the commissioner of education, directing all church schools the way Ernest Wilkinson had done. After inviting Eyring to close the door, Hinckley said, “Hal, couldn't we serve more students at a lower cost by making Ricks a university?” Caught off guard, Eyring fumbled

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