DOING EVERYTHING BUT WHAT WORKS. Dartmouth College currently allows alumni to elect trustees. Cypress Semiconductor chief executive T. J. Rodgers won one such election, and he's discovered how uncollegial academicians can be to those who deviate from the prevailing wisdom.

He has now served for three years; and though he notes some positives, overall, Mr. Rodgers says, "It's been a horrible experience. I'm a respected person here in Silicon Valley. Nobody calls me names. Nobody demeans me in board meetings. That's not the way I'm treated at Dartmouth. The behavior has been pretty shabby."

What has he done to get the insiders angry with him?

In Mr. Rodgers's judgment, the increasingly political denigration--the "rancor," he calls it--has seriously impinged on his effectiveness as a trustee, and on the effectiveness of the board in general. "Before I ever went to my first board meeting," he says, "I did what any decent manager in Silicon Valley does--management by walking around. You actually go and talk to people and ask how they're doing and what they need to get their jobs done."

He noted trends: over-enrollment, wait lists and an increased percentage of classes taught by visiting or non-tenure-track faculty. He concluded that many departments--economics, government, psychology and brain sciences, in particular--were "suffering from a shortage of teaching."

"It's a simple problem," Mr. Rodgers says. "You hire more professors." His effort to get an objective grip on the problem would be comic were it not so unfathomable. "I've had to scrounge to get data," he says, the administration not being forthcoming. "My best sources of data come from faculty members and students."

While he can't discuss internal figures, he says there's been "a modest improvement since 2004. It's about 10 professors net gain." That's "going in the right direction, but not nearly as fast as I would like." While the college has added 1.1% faculty per year over the last decade, at the same time its overall expenses have increased by 8.8%, "so the inevitable mathematical conclusion of those numbers is that the percentage of money we spend on faculty is going down, and it has gone down consistently for a long time."

The people choosing not to hire more professors and add more sections staffed by tenure-line faculty at Dartmouth do not have the excuse of tight state budgets (in which the students often become instruments of a power struggle, where popular or productive majors -- these can be different -- are starved of resources in order to induce more petitions to the state house.) But rather than consider something simple, like providing the resources, insiders want to revise the trustee election rules to keep the alumni mavericks away.

As an Opinion Journal editorial notes,

Former Harvard Dean Harry Lewis recently recounted the disposition of the Corporation during the Larry Summers debacle: "[It] was a leadership vacuum. . . . If Harvard were a public corporation . . . the shareholders would have been up in arms about the failure of the directors to care responsibly for the institution." It is not surprising that the "best practice" Dartmouth seeks to emulate is precisely the practice that enabled Harvard's expulsion of Mr. Summers.

Meanwhile the wait-lists will expand.