Reviewed by: The View from the Helm: Leading the American University during an Era of Change Cristina González (bio) James J. Duderstadt. The View from the Helm: Leading the American University during an Era of Change. Ann Arbor: University of Michigan Press, 2007. 424 pp. Cloth: $25.00. ISBN 0472115901. James Duderstadt's book The View from the Helm: Leading the American University During an Era of Change belongs to the literary genre of the presidential memoir, which chronicles the adventures of academic leaders. As its title indicates, rather than providing a detailed account of events taking place during his tenure as president of the University of Michigan, Duderstadt tells us what it is like to be in charge of an institution of higher learning, using his recollections of key developments as examples. Duderstadt's sophisticated commentary begins with his adoption of Burton Clark's term "institutional saga" or the distinctive characteristics of a university as perceived by its members over time: its self-image. Believing that only presidents who understand their universities' institutional sagas can succeed, he shows his familiarity with Michigan's self-image as a trailblazer that set out to provide "an uncommon education for the common man," in James Angell's words. As such, it was historically more open to women, minorities, and international students than other universities, a commitment that has continued to the present. After reviewing the work of previous presidents, Duderstadt focuses on his understanding of what the Michigan saga meant for his own presidential agenda, which was to lead in three areas: knowledge creation and dissemination for a knowledge-based society, globalization, and diversity. Duderstadt begins his narrative by providing an account of his path to the presidency, which included degrees in engineering from Yale and Caltech and a faculty position at Michigan. There, he became very active on committees, including the executive board of the graduate school, a key experience which led to his being appointed chair of the faculty advisory committee to the provost. This appointment, in turn, resulted in his being named dean of engineering. As he says, once "trapped in the gravitational pull of academic administration" (p. 56), he was appointed provost by Harold Shapiro, who, one and a half years later, left to become president of Princeton. At that point, Duderstadt became president of the University of Michigan. Both Duderstadt and Shapiro pushed to make the university more independent in terms of funding when they concluded that its serious loss of state support was not reversible and that the only way to maintain academic quality in that new environment would be a high-tuition/high-financial-aid model which also tapped new sources of money through aggressive fund raising. This approach was coupled with the adoption of responsibility center management methods, which some members of the university community found excessively corporate in style. While they were essentially privatizing the university, Shapiro and Duderstadt made a concerted effort to enhance access for women and minorities. They accomplished this goal through the pioneering plans known as the Michigan Mandate: A Strategic Linking of Academic Excellence and Social Diversity and the Michigan Agenda for Women. These plans put Michigan at the forefront of diversity efforts among elite research universities, greatly increased the presence of women and minorities among students, and had a parallel effect among faculty members and administrators. In addition, Shapiro and Duderstadt pushed for gay rights. When Duderstadt implemented [End Page 363] benefits for same-sex couples, it produced a backlash, first, against him, in the form of attacks that eroded his political capital and, later, against the institution by way of legal challenges to affirmative action. Duderstadt's successor, Lee Bollinger, chose to fight these challenges, resulting in the famous 2003 U.S. Supreme Court decisions Gratz v. Bollinger and Grutter v. Bollinger. As Duderstadt puts it, faithful to its institutional saga, Michigan decided to "carry the water for the rest of higher education" with respect to diversity (p. 233). Other battles that took their toll included Duderstadt's attempt to align the university's athletic activities with academic priorities, a huge challenge. Duderstadt, who has very strong convictions about the problems that big-time football...