russman minard, one of my advisors, had a whole series of administrative jobs and when he and i would find a moment to sit and chat, i would listen to him. i realize that i may not want to do it and i certainly did not think i wanted to do it between 1984 and 1989, but by the time i got to michigan i was able to see that it was consequential. i look in the audience and i see a few people that work with me, during that time at the university of michigan. do than was able to also to build a program, but a program that allowed a number of the graduate students with whom i work to understand something about institution building, that is easy to complain about the place that you call home. it's much harder to figure out how to change it. there requires attention to structures, the interaction between structure and culture and how individuals place themselves in those structures and cultures to affect change. ed: now you are presidency of a foundation. how would you compare the two? at the time that i was offered and accepted the presidency of the mellon foundation, i was also contemplating