It is common in commencement speeches to suggest that this is where you now travel into the "real world," that "a path now awaits you" and it urges you to take "the road less traveled," or to be excited about "the places you will go."
Some even suggest that you follow "the yellow brick road" - and this is the season when television stations rebroadcast the movie classic, The Wizard of Oz.
In fact, 2006 is a big year for Oz fans as reported last week in The Wall Street Journal. "Not only is (this year) the 50th anniversary of the movie's first appearance on television, but it's also the sesquicentennial of (the birth of the book's author Lyman Frank Baum)."
(Miller, John J., "Down the Yellow Brick Road of Overinterpretation," The Wall Street Journal,
May 11, 2006, p. D6)
One of the most engaging movies of its time, The Wizard of Oz was hailed for its innovation in Technicolor and the use of special effects, particularly the creation of a tornado that magically transports Dorothy, her dog Toto and their Kansas farmhouse to the magical place that she often dreamed about.
(Harmetz, Aljean, The Making of the Wizard of Oz: Movie Magic and Studio Power in the Prime of MGM, Hyperion, December 1998)
While the MGM's special effects might be considered primitive by today's computer graphics standards, in 1938, the movie-maker received high marks for creating an in-studio tornado using brown dust, compressed air and a 35-foot muslin wind sock.
(Marshall, Tim, The Oz Tornado, www.stormtrack.org, 2006)
In writing the manuscript for the book, Baum knew that he had created something special - something unique. And, after months of contemplating a title, he eventually decided on The Wonderful Wizard of Oz.
(Miller, Ibid)
"There are several theories about how Baum came up with the name Oz..."
(Miller, Ibid)
According to John J. Miller, who wrote last week's article, the most plausible theory originates from the author himself, who explained that the name "...came to him one day when he was staring at a set of filing drawers labeled ‘A-G,' ‘H-N' and ‘O-Z.'"
(Miller, Ibid)
As a result, files O through Z became the basis for "...one of the great place names in the fantasy culture of childhood, the predecessor and equal of Never-Never Land, Narnia and Hogwarts."
(Miller, Ibid)
Fertile to the imagination, Baum's storyline has created some 13 sequels from the original manuscript, including the Broadway smash hits, The Wiz and Wicked.
(Miller, Ibid)
Yet, as successful as he was in developing this magical story, "...there is a long history of digging deeper into Baum's books and searching for hidden meanings" - to go "Down the Yellow Brick Road of Overinterpretation," if you will.
(Miller, Ibid)
"The most famous of these is to interpret The Wonderful Wizard of Oz as a parable of the Populist movement of the 1890s..."
(Miller, Ibid)
According to this theory, "...Dorothy represents the American people, the Scarecrow symbolizes farmers, the Tin Woodman stands in for factory workers, and the Cowardly Lion is William Jennings Bryan, the three-time Democratic presidential candidate."
(Miller, Ibid)
"One of the leading concerns of Bryan and the Populists was to get off the gold standard (the Yellow Brick Road) and replace it with the silver standard (the color of Dorothy's slippers in the book)."
(Miller, Ibid)
"This hypothesis," according to Miller, "was first proposed by Henry M. Littlefield, a high-school history teacher. He tested it on his students and argued past their objections - most notably, the fact that Dorothy's slippers in the movie aren't silver. The producers had gone with red because they wanted to show off their newfangled color technology."
(Miller, Ibid)
"Littlefield published his ideas in 1964, and it wasn't long before reading the Oz books became a kind of parlor game. Although many Baum enthusiasts were disdainful of these efforts, the challenge of trying to figure out exactly what Baum meant to imply when he wrote about Toto the dog (teetotalism?) and the Winged Monkeys (Plains Indians?) was too much to resist."
(Miller, Ibid)
"According to one analysis, "Oz" is more than a nonsense word borrowed from a filing drawer - it's a cunning reference to the abbreviation for "ounce," a common unit of measurement for both gold and silver."
(Miller, Ibid)
"There is no doubt that many educators have found Baum's tale to be a useful tool for teaching about a certain period of history. Yet pushing the parable too hard recalls one of the best lines in the book: ‘If we walk far enough,' says Dorothy, 'we shall sometime come to someplace.'"
(Miller, Ibid)
"The real brilliance of The Wonderful Wizard of Oz, writes Miller, "is that it aims chiefly to entertain - a worthy ambition in its own right. As Baum himself once said, ‘To write fairy stories for children, to amuse them, to divert restless children, sick children, to keep them out of mischief on rainy days, seems of greater importance than to write grown-up novels.'"
(Miller, Ibid)
"Now that's a statement worth taking at face value," Miller concludes. "It turns out that sometimes a story is just a story. And in the most remarkable of cases, sometimes a story grows into a legend."
(Miller, Ibid)
And so, graduates, wherever your yellow brick road starts or goes, walk with the confidence of your knowledge and the openness to new perspectives.
And please, have the wisdom not to undermine that which you do not understand, nor to destroy that which you yourself cannot create.
Whether mulling over the plot of a book or assessing a real-life event, don't fall prey to over-analysis.
Sometimes, nothing is only what it seems. Sometimes, it is simply what it is! Or, as the saying goes, "It is what it is"!
Remarks Abstract:
"Seismic rumbles of change" are transforming traditional paradigms for research and higher education-to say nothing about the relationships between academia, industry, government and the public. The sources of cataclysmic pressure are many, including competition among universities, shifting demographics and their accompanying shifts in priorities, resource constraints, public/government scrutiny of productivity and accountability in universities, the evolution of a global economy and the innovation ecosystem, and, most recently, the worldwide economic downturn. Like many industries, higher education is on the threshold of major, complex changes that must be directed to optimal outcomes. The University of Akron is innovating through a continuous process that seeks to enhance its relevance, connectivity and productivity.
Relevance: Institutions of higher education generally are place-based, and this means that the competitive and comparative advantages of universities are inextricably linked to the vitality and sustainability of their surrounding communities. Thus, universities must act to optimize their impact upon the regions in which they reside, and would be wise to extend their efforts collaboratively into like regions internationally. The complexities of the 21st Century knowledge and conceptual economy require that every academic discipline be collaboratively engaged with the relevant questions of the day in concert with other disciplines and partners on and off campus. In other words, relevance requires the integrated application of all disciplinary knowledge for the public good.
Connectivity: Connectivity is an extension of relevance and refers to engagement with others by universities in the myriad forms represented by partnerships and collaboration that are not limited by institutional, sector, geographic or disciplinary boundaries. In other words, connectivity means relevant engagement among some combinations of other academic institutions, government, business and industry. This becomes essential as governments become a smaller and smaller financial partner, requiring universities increasingly to generate their own financial revenue opportunities.
Productivity: Finally, higher education must move from measuring "excellence" by exclusion and expense to a set of productivity-based metrics that reflect outcomes and achievements in solving "real-world" problems and in enabling student success.
Universities now are being called upon to explore opportunities that will create innovative educational processes and campus cultures congruent with new realities. This will require a close and deep collaboration between universities and other public- and private- sector organizations, along with a willingness to experiment with new models and new alliances. As we increasingly work with partners accustomed to aggressive delivery schedules and product mixes that rapidly change according to market demands, the core of academic processes will be challenged, and adaptability must become integrated into institutional culture.
As part of his 10th State of the University address, University of Akron President Luis M. Proenza promised to send this letter to the university community to ask that faculty, staff and students to "engage in timely and necessary conversations to bring... about (a mission- and vision-based university organizational structure). He said, "I am sure many lively and constructive ideas will be brought forward, but we must approach this with a sense of urgency because, as I have said before, doing business as usual is not an option."
University of Akron President Luis M. Proenza underscored the successes of the past year and set in motion the process of steering the university toward the future during his 10th State of the University Address. As promised during his 2008 address, Proenza provided a progress report on the formal 10-year strategic plan, which he said "will chart the course to our new destination." As he outlined these plans, Proenza encouraged the audience to think about the origin of the name "Akron," derived from the Greek "akros," meaning "high place," in setting and achieving those goals.
Proenza outlined five strategic goals that will guide the university through the next 10 years and beyond:
Proenza also said that, in addition to budget challenges, an increasingly competitive environment for higher education and universities can't continue to operate with an educational model that is more than 200-years-old. He said he believes that the university must try even harder to be to bring down academic silo walls and build connections--emphasizing UA's relevance, connectivity and productivity.