One of the most remarkable education leaders of the late nineteenth
century and the creator of the modern American research university
finally gets his due. Daniel Coit Gilman, a Yale-trained geographer
who first worked as librarian at his alma mater, led a truly
remarkable life. He was selected as the third president of the
University of California; was elected as the first president of
Johns Hopkins University, where he served for twenty-five years;
served as one of the original founders of the Association of
American Universities; and-at an age when most retired-was
hand-picked by Andrew Carnegie to head up his eponymous institution
in Washington, DC. In Daniel Coit Gilman and the Birth of the
American Research University, Michael T. Benson argues that
Gilman's enduring legacy will always be as the father of the modern
research university-a uniquely American invention that remains the
envy of the entire world. In the past half-century, nothing has
been written about Gilman that takes into account his detailed
journals, reviews his prodigious correspondence, or considers his
broad external board service. This book fills an enormous void in
the history of the birth of the "new" American system of higher
education, especially as it relates to graduate education. The late
1800s, Benson points out, is one of the most pivotal periods in the
development of the American university model; this book reveals
that there is no more important figure in shaping that model than
Daniel Coit Gilman. Benson focuses on Gilman's time deliberating
on, discussing, developing, refining, and eventually implementing
the plan that brought the modern research university to life in
1876. He also explains how many university elements that we take
for granted-the graduate fellowships, the emphasis on primary
investigations and discovery, the funding of the best laboratory
and research spaces, the scholarly journals, the university
presses, the sprawling health sciences complexes with teaching
hospitals-were put in place by Gilman at Johns Hopkins University.
Ultimately, the book shows, Gilman and his colleagues forced all
institutions to reexamine their own model and to make the requisite
changes to adapt, survive, thrive, compete, and contribute.
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