FY2022 External Evaluation Report for the Program "Initiative for Realizing Diversity inthe Research Environment (Advanced type)"
External Evaluator Kathryn (Kate) Kendell
Date: May 30, 2023
This memo will repeat and build on recommendations made in my 07/04/2022 document. For
that evaluation I relied on the “Report on the Results of the Program "Initiative for Realizing
Diversity in the Research Environment" (Advanced type) for the FYs 2020–2021” and the goals
listed below. For this follow-up evaluation I reviewed “Measures to Address the Findings of theFY’s 2020-2021 External Evaluation (Report)” and “Report of the Results of the Initiative forRealization of a Diverse Research Environment (Advanced Type) Project for FY 2022”.
For this evaluation my feedback is appended to what I submitted in 2022. I am grateful andhumbled for this opportunity to again provide feedback.
1) Achieve a recruitment rate of 30% or more for women researchers
From reviewing both papers noted above, in addition to the earlier materials it is clear thatsignificant steps have been taken to create a climate for greater inclusivity and the recruitment ofmore female researchers. While falling short of this goal, and slipping farther behind, since lastyears report the University has taken the proper steps to begin socializing the University
community and leadership to the importance of this goal. Many structural measures have been
undertaken to help reach the 30% goal for recruitment of women researchers. There has been
more robust communication of both the goal and making the case for the importance of the effort.
There have been steps taken to mitigate implicit bias which can act, even unintentionally, as abarrier to inclusion. The creation of the Basic Policy and Guidelines for Diverse Sexualities andGenders is a huge step in making visible the commitment of the University to honoring andunderstanding the broader community you wish to serve. I was gratified to see these efforts evenas I was dismayed at the raw numbers. But I think the kind of structural change Kobe University
is seeking is years-long, even generational. In every effort to dismantle structural and attitudinal
discrimination, in this case , sexism and misogyny, the resistance will be substantial. Theresistance is why these systems endure. My overarching reaction is that the University keeppressing the case for inclusion and continue to make the case from the highest levels of leadership.
I would encourage the ongoing efforts around broader dissemination of the goal University andcommunity-wide, in addition to signaling that across university leadership, this goal is understood1and supported. This broad observation continues to cut across all areas of my evaluation. While I
will not presume to understand the full range of cultural resistance or possible objections to thegoal of realizing diversity in the research environment, what I can observe across many maledominated cultures is an entrenched patriarchy and resistance to equally valuing the contributions,talent, and intelligence of women. Perhaps some focus groups of young women at the college
level would help to both learn of their ambitions and why or why not they would consider Kobe
University for their ongoing education. As Kobe University makes gains in removing oraddressing structural impediments to your diversity goals, it will be necessary in an ongoing andfully visible way to make plain that this initiative has the full support and commitment ofuniversity leadership. It is clear that you have taken steps to demonstrate this commitment and I
feel confident that, over time, you will see the numbers reflect the change you seek.

2) Improve the percentage of women holding higher ranking positions
This goal, as with number 1, this goal will be impacted by the perception around meaningful andintentional commitment. There was clearly effort made to achieve this goal through a number ofpublic initiatives, including the Diversity Forum. These efforts are laudable and should becontinued and become a routine part of your efforts. Having such spaces signals that theUniversity has an authentic commitment to this goal. It appears that there was an effort to evaluate
this goal with the input of impacted staff, but I am unclear if staff, especially staff who left theUniversity were interviewed as to their experience. If not, such interviews would likely glean very
valuable information and if the interviews did occur having some synopsis of what was reported
would be helpful. I would also encourage interviews with current women on staff to identify, what,in their view might impede promotions and the publication of key parts of what you heard in suchinterviews. It is also unclear from the reports if in fact the University was able to glean from thenetworking and forum what factors which may be contributing to the failure to meet targets forthe number of women associate professors. Knowing what those factors might be, either structural
or cultural, will again be essential in making progress in this area.

3) Increase the base of next-generation young researchers
The programs you piloted have provided some key learnings that you are responding to in realtime. You recognized that the age limitation might be a barrier to participation and so are
expanding it. The effort to reach young researchers will require a years-long commitment and thehumility to learn as you go. It seems clear you at doing just that. I appreciated that you are making
2these efforts visible, i.e., the website and through on-campus events. An on-going commitment tothis outreach will bear results, but it will take time and patience. Seeding your efforts with girls
coming up through junior and high school will not only create a pipeline, loyalty to the university
and a greater pool of new leaders, but it will also inevitably have a boldening effect on your efforts.
A younger generation will likely be more insistent on change and less patient with the status quo.
This infusion of young leadership will hasten the cultural shifts that must occur for the university’s
important initiative and goals to be realized.

4) Enhance the diversity environment and expand it beyond the university
From my report last year: “This strikes me as an area rich for growth and impact. The reportacknowledges that there have been inconsistent efforts in elevating the University’s diversity
efforts. The failure to fully exploit the many tools to make very clear the commitment to realizing
gender diversity at the university can and must be corrected, as the report notes. The good news
here, is that this is an area very much within the control of university leadership so that a course
correction can occur, and this area of weakness addressed. As noted earlier, real and perceived
cultural barriers, resistance, or even laggard response or engagement all can combine to signalthat this very important initiative doesn’t have the full heart, mind and soul of university
leadership. While it may sound trite, it is in fact the case that meaningful cultural shifts begin atthe top. How leadership shows up, responds, engages and speaks is often the clearest indicationof whether a shift in culture is possible and the necessary shift in attitudes, required.”
It seems all of this still applies and is recognized in the report. As we are now out of COVID,
which had a serious impact on these efforts, it will be expected that significant progress can bemade in this area in the coming year.
5) Issues to be addressed with respect to this project (Please add comments regarding “Reporton the Status and the Results of the Actions Taken in Response to the Findings of the FY 2020 and FY
2021 External Evaluations” here)
While falling short of your numerical goals, it is clear that some very significant efforts have been
undertaken to set the University up for gains in this area. It was gratifying to see both structuraland institutional efforts to live into the value of greater inclusion of women in the life of Kobe
University. My overarching response is to encourage you to build on these efforts and to do all
you can to determine what factors still act as impediments to your goals. I restate below thecomment I made last year:
Do not underestimate the power of story or narrative. In multiple places in the 2018-2019 Report,
it was noted that a survey would be undertaken to gather more information. I strongly encourage
3the use of survey instruments at multiple points in the life of the initiative. Perhaps one soon to
get a baseline “climate survey”. What is life like now at the university for women professors orresearchers? Forgive me if this has already been done, but even so, to renew it every 2 years or
so could be a powerful additional data point for your efforts. Additionally, elevating the voices ofwomen staff through your newsletter or other vehicles could have an impact beyond just the one
article or story.
I submit these evaluation comments with great humility and gratitude. If you wish more
information or any clarification, please do not hesitate to let me know. It is my honor to be a partof this critical effort.

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