I read somewhere that if you drop a ball out of a moving auto, it will bounce back into your hand even as the auto keeps moving. I believe this, but I have no idea how it can be so. The president of the University of Michigan, an engineer with an advanced degree in physics, could give me the answer and would probably take some delight in doing so. But my question might only deepen his conviction that the chair of his English department is an idiot. We are friends, whereby I have scope on such occasions when I betray my scientific illiteracy to remind him that my knowledge of physics and engineering and his knowledge of language and literature are of a kind. Votaries of different, sometimes opposing, religions, we nonetheless can worship together in the temple of institu tional opportunism. My point is that we cannot recruit in ignorance unless we are given scope to do so. Perhaps the most frequent topic of conversation at any conference of department chairs concerns the brutal dean, provost, or president who just doesn't understand our discipline and our needs. But bless these administrators for their understandable igno rance, and save us, Lord, from the deans, provosts, and presidents who think they know our business better than we do. Our job is to inform them, and here I am not wholly inexperienced, though I certainly was once. In my first year as chair, playing by the official rules, I confidently requested six positions and was granted two. In the last two years, by contrast, my department has made sixteen appointments, with another seven on tap for next year. I learned by failure to do everything out of season?to start proposing positions in February, say, or to lobby for salary increases in October. I also learned to discuss everything during all seasons?that is, to involve the administration in the ongoing life of the department. This approach means publicizing achievements, of course, but it also means total frankness about the prob lems. Communicating about problems is a real difficulty because administrators, ourselves included, would far rather hear of exciting opportunities than of intractable troubles. In other words, some translating must occur, and in the process we may even discover a new idea or two and cheer ourselves up. Much as we speak of reac tionary administrations, they are less conservative than ill