| Abstract: This paper reports on a case study in a 10 year line of research on intentional, systemic change in public metropolitan research universities (Robertson, 2014a, 2014b, 2016a, 2016b, 2017, 2019, 2020; Robertson & Boronat, 2015; Robertson & Pelaez, 2011, 2012a, 2012b, 2013a, 2013b, 2014, 2015a, 2015b, 2016, 2017a, 2017b, 2018, 2019, 2020). Using a dynamical systems approach (Bateson, 1979; Bertalanffy, 1967; Boulding, 1956; Laszlo, 1972a, 1972b; Novak & Pelaez, 2004; Robertson, 1988, 2017; Wiener, 1967), this paper discusses negative unintended consequences rippling through hierarchies of interlocking behavioral contingencies and metacontingencies from a policy change (i.e., rule change; Pelaez , 2013; Pelaez & Moreno, 1999; Robertson, 2018, 2020; Robertson & Pelaez, 2016, 2018) that was aimed at improving performance on graduation success metrics (retention and on-time graduation) related to state, national, and international ranking systems. The paper focuses on four specific unintended negative consequences that pertain in particular to research universities: (a) breadth and quantity of scholarship, (b) research doctoral education, (c) faculty governance, and (d) reputations and rankings. |