Abstract
If B.F. Skinner was a university leader who wanted to foster excellence in teaching, research, and service, as do all intelligent university leaders, he would have come up with a dynamic suggestion, one that many inside and outside of the academic setting would find unnerving, hard to accept, powerful in its simplicity, far reaching in its ramifications, uncontestable in its forthrightness, and nearly impossible to implement at many public universities.
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