Word: monroe
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...students and Faculty. At the same time, there is always some fear about the Deans' office "moving in" and taking over control of different aspects of undergraduate life. The dean, according to one top administrator, "can't be a big, flamboyant figure--he has to work quietly...." In addition, Monro had a personal handicap; he doesn't have a Ph.D., and this is said by some to hurt...
...Monro adds to this his own stamina and omnipresence. One high member of the Administration, who has been preoccupied with academic policy questions, often consults informally with Monro late in the evening: "It would never occur to me that he wouldn't be there [in his office] working." Monro also benefits from an exceptionally close relationship with two of the most important men in the University -- the President and the Dean of the Faculty...
...hardly surprising that Monro and Pusey work well together, for it was the President who originally chose Monro for the job. Pusey lets the dean run his own shop. "For Mr. Pusey," Monro said recently, "the name of the game is stability--he doesn't panic, he doesn't lose his cool...and he doesn't needle you and tell you what to do." Monro appreciate this freedom, and, in a sense, he understands that it must be reciprocated. He rarely oversteps his bounds. He offers his opinions, but can be counted upon to carry out a decision in which...
...Monro's great strength--the thing that made all htis work--is his personal approach to problems and the way he comes across to people. "John Monro was always there, and he enjoyed talking and turning over ideas," says one administrator. A Faculty member put it this way: "He tries to absorb as much as he can and give people different perspectives. He has a quality of engaged detachment." Monro could talk to people for hours without tiring or abandoning the conversation in frustration. "The first time I went in to see him," recalls one student, "I expected to stay...
...patience, his durability, his tolerance that many Faculty members admired in the handling of the McNamara incident and the planning for the Goldberg visit in February. Monro talked for long periods with members of SDS, and many Faculty members give him a major part of the credit for heading off a real confrontation. A more impulsive man, they say, might have provoked serious trouble...