Again, I don't think we need to pick one or the other. If there is a special vehicle that is needed to address that specific problem, by all means we should have it, but I don't think that this should delude us into believing that this special vehicle is going to solve the problem when you need the solutions to be spread across all the different parts of the institution.
If there is a perceived need for that—and I don't know about it—then, yes, I do think that we should design a special vehicle, or you can think about somebody who is willing to champion those issues. In general, in studying institutions, I find that when these issues.... Lasting change often comes when at the most senior levels people believe that they're really going to make a difference and they really want to change things.
I think we need to see the commitment to change, the commitment to changing institutional structures that support...or perhaps not “support”, but that don't challenge things like harassment and bullying. I think those efforts need to come from as high up in the institution as possible for them to make a difference.
It's not even enough if it's.... You definitely need a critical mass of people who want to change things, but I think it needs to come from above. I think special vehicles are good, but often they have the effect of convincing people that things are being taken care of—for example, we formed this committee to take care of this issue, so it must be solved.