Dedicated students, distinguished colleagues and dear friends,

Happy Friday!

As I write this note at noon on Thursday, April 3, the global markets are in a dizzying trend trying to make sense of the uncertainty of tariffs and change in economic policies. Of course, universities have been trying to make sense of change for the last few months as the headlines indicate: “Harvard at risk of losing billions in research funding.” “Columbia at risk of losing federal funds.” “Penn faculty ordered to halt $175M in research funds.” It is fair to say that this level of uncertainty in American institutions of higher education is unprecedented. In short, for us today, uncertainty reigns, and I hear concerns from across our campus and beyond. Yet we must make decisions while, at the same time, we expect the unexpected.

So how do we navigate in times of uncertainty when, while making our “just in case” plans B and C, we also plan for success beyond what we could even optimistically expect? How do we handle success if it comes our way even during these uncertain times? After all, to all our faculty and students, I say, as an institute of technology focused on manufacturing, critical minerals, and materials for extreme engineering and science environments, we will continue to provide critical contributions to critical national challenges. And, given our exemplary research and education ROI, we have a lot to contribute and a lot to gain in any economic and political environment.

Clearly, we must continue to navigate and make good decisions until, as things change, we decide they are no longer valid decisions. Then we will decide again in accordance with our new realities. In other words, not making decisions is not an option -- we must know what to do even when we don’t know what to do! After all, no decision is still a decision, albeit a bad one. And a bad decision could easily destabilize the system.

I can distinctly remember that exactly five years ago to date, we were faced with the decision of how to continue our mission of delivering education in the face of uncertainty.  We had to shut down the campus but not the university. We had to become isolated but not insulated. The only parallel here is the decision-making process in the face of an uncertain future. But the future is ahead, and it will emerge. The horizon is ahead despite the clouds of ambiguity.

I recall how we had to decide what had changed and, more importantly, what hadn’t changed. Today, like in 2020, we still must continue our mission of delivering world class education and conduct solution-inspired research. We must continue to strengthen our relationships with our internal and external constituencies, while, at the same time, we sharpen our sense of purpose and its companion, our values. Qualities that become more essential in times of uncertainty.

There are, of course, practical considerations of time and speed of implementation given the uncertainty of data and its availability. What will we definitively know tomorrow that we don’t know today and how do we make our decisions in a predictor, corrector manner? Do we offer long-term scholarships considering funding all the uncertainties or provide short-term support in anticipation of more certain resource availability in the future? Clearly, all involved must accept risk as we navigate our joint journeys. How do we make risk-smart decisions rather than becoming risky or risk averse? Again, we must develop new programs, build our facilities, recruit faculty and staff to be able to continue our mission long after the winds of uncertainty have quieted down. 

Finally, I must say that I remain highly optimistic about our future and know that all of us here at S&T will remain a part of the solution — a part of the emerging national picture that we will help reframe. And I know for a fact that, alongside our “just in case” plans B and C, we must expect the unexpected of potential positives of the new world order and develop our A+ plan to capitalize on the success that will come our way. It always does. 

To our concerned students, faculty and staff, I say let’s stay focused, do away with creeping feelings of despair, and gain positive, liberating perspectives.

Warmly,

-Mo.

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Read previous Friday morning messages.

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Mohammad Dehghani, PhD
Chancellor
mo@mst.edu | 573-341-4116

206 Parker Hall, 300 West 13th Street, Rolla, MO 65409-0910
chancellor.mst.edu