<p>I’m not following thses schools closely any more, but both are examples of heavy party/fraternity/drinking disasters that led the administrations to make “change the Culture” and the rules efforts. In both cases, many alumni withheld donations, transfers were up and the results not yet in. Another example is Bowdoin, which went to residential colleges as an alternative to the fraterity culture they felt was not serving them well in the recruitment of top and coed students. If you read posts from each of these schools they reveal the time and dangers ( and in soem cases necessities) of rebalancing a school’s value proposition to its traditional market. Note, I’m not against fraternities here, I’m just saying that each “product” has its market niches and segment attractions…so does Haverford. Amongst its value propositions it places a heavy emphasis, even a brand identity on reaching people who want to live under a true consensus, Quaker style community ( Hey remember the Quakers ran Pennsylvannia to the point where it was the most desirable colony…for about one hundred years…then greed and land distribution policies left it a prime collaborator in the French and Indian War…and the ones committed to true consensus culture could not stem the tide). Schools, like corporations, take great risks when they play with their brand identities…especially given the demographic declines in applications they will see after next year.</p>