The rapid shift of much of the University's power into the hands of a new guard came at a turbulent time for Harvard in the midst of preparations for a $2 billion capital campaign that would dwarf any previous campaign in the history of higher education.
But as Harvard celebrates its 357th Commencement and the new officials celebrate one or two years of experience under their belts, the turbulence seems to have subsided.
Asked how their novice counter-parts are performing, Harvard's veteran administrators are full of praise. And asked how they are navigating the often complex web of the University's entrenched bureaucracy, Harvard's new administrators are upbeat.
"It's been just terrific," says Design School Dean Peter I. Rowe.
The rookie administrators say they tend to rely on their more experienced colleagues for advice. "You've got a peer group that you can turn to, I find, without embarrassment, and ask questions and get good, reasoned responses," says Rowe.
Rowe says academic planning sessions, at which deans comment on the initiatives being developed by their colleagues, are particularly important. "That's a very good process, I think. It's a very good learning experience," he says.
And the veterans say they are happy to help out.
"There's a lot to learn about the University and that can take a while," says Vice President for Administration Sally H. Zeckhauser, a holdover from the Bok era. "Part of my value is being able to help and give suggestions."
Zeckhauser and other seasoned officials say the turnover has made them feel even more seasoned.
"I had always thought of myself one to two years ago as a new kid on the block," Zeckhauser says.
Dean of the School of Public Health Harvey V. Fineberg '67 echoes that sentiment. "I never expected it, but I'm in the middle group of deans at this stage," says Fineberg, who has led the school for nine years.
While the administrators acknowledge that they serve at the pleasure of the president, they praise Rudenstine for relying on experience where possible, filling only those positions which have happened to become available.
"I have seen administrators come into organizations...who have not fired people but have clearly pushed people out to bring in their own people," says Education School Dean Jerome T. Murphy, who was appointed by Rudenstine last fall. "I see no evidence of that."
And the Business School's McArthur, one of the most entrenched of the Bok era Veterans, takes that argument one step further.
"I'm sure [Rudenstine] tries like hell to keep people here that are here, because it's so hard to find other people," McArthur says.
But even though Rudenstine may be breathing easier now, with only one major appointment still ahead of him, McArthur suggests the extensive administrative turnover of the last two years may not be over.
"These aren't good jobs for people to spend a career in because the place is so small...Every meeting, it's the same people," he says. "Most people, when we hire them...we say when we're talking to them, 'In five or six years, you ought to plan to leave.'"