The question of how much English should be used in international research universities is one with which I am extremely familiar. I would even say I am deeply puzzled by this trend. I am not certain what the correct answer should be.

Research is an expression of faith in the possibility of progress. The drive that leads scholars to study a topic has to include the belief that new things can be discovered, that newer can be better, and that greater depth of understanding is achievable. Research, especially academic research, is a form of optimism about the human condition.

I would not say that Harvard possesses any sort of absolute dominance. And I personally do not take the rankings of schools all that seriously. However, I think that Harvard's global visibility increased significantly in the 1930s and 1940s and that the new commitment to excellence at Harvard spread to other institutions.

Never underestimate the difficulty of changing false beliefs by facts

As academics we have pretty good judgment about the quality of institutions that cannot simply be measured by counting the number of papers published or patents received. Outsiders who swoop in to count beans and make up lists based on statistics have little sense of what excellence is.

But, before we in America critique East Asia, we must also recognize that we are - unfortunately - taking on some of the same characteristics. Getting in the top institutions has become far more difficult and the value placed on one school over another in terms of education and careers has been much exaggerated.

That doesn't mean that the top fifteen institutions in the ranking somehow don't belong there at all. But what is the difference between number two and number eight in any meaningful sense? As an administrator who worked to build a complex university, I find the assumption slightly offensive. We need to be committed to excellence, not to lists.

On the one hand, there is no question that English - frequently bad English - has become the universal language of scholarship. It is clearly a tremendous handicap for people outside of the United States, Britain, and Australia and a few other countries because few of them are native speakers, but we demand that they present and publish in English.

I suppose the situation varies from field to field. If you're a mathematician, your proficiency in English may not be such a problem. If you're in the humanities or social sciences, there is no doubt that it is a handicap for you.

There are many reasons that universities in East Asia have not reached the positions that they had hoped for. After all, we must remember that modern East Asia did not begin with Confucius. In fact the experience of modern education in East Asia is relatively short and granted that time scale, many universities are doing fine.

English is not the primary language for universities in China, Korea, and Japan, but they are being evaluated on the basis of publications in English and courses taught in English.

The strong point of American research universities is the manner in which trustees, presidents and other senior executives retain a considerable amount of decision-making authority while at the same time maintaining a culture of open exchange and participatory debate.

Equally important for the promotion of excellence in the university is an emphasis on shared governance. The faculty needs to be involved directly in the process of running the university and in the setting of priorities.

I have not been able to give a concrete answer to the question of how the nations of Asia can create their own unique liberal arts traditions that are not simply the importation of a Western model. The question is a critical one and the answer must come from Asian universities themselves.

The task of building a great university is never simple.

The rank of a university is similar to an index number say like the NASDAQ index. I don't understand how you can take an institution like Harvard, Stanford, or Michigan, and represent it by an index number. The concept makes no sense.

The president [of American research institute] can act as the CEO and make a firm decision about the long-term development of the institution, but he or she does so in constant consultation with the faculty. It may not always work this way, but the greatest advances occur when governance is truly shared.

I draw a contrast between American shared governance with the dictatorship of ministries wherein policy and direction for the university is ordered by bureaucrats who have never taught a class.

Shared governance is often the critical element that is missing in Asian universities, no matter how talented the faculty may be. Either it is ministries of education that are trying to run things, or in private institutions - those who control the funds. Neither group knows much about teaching and research.