The Emperor’s Advisors

Hans Christian Andersen’s timeless tale, The Emperor’s New Clothes, tells the story of an emperor deceived into believing he is wearing magnificent garments invisible to those unfit for their positions or foolish. As he parades in nothing but his pride, the advisors and townspeople applaud his imaginary attire, each fearing to admit the truth. Only a child, free of pretence, dares exclaim, “But he is not wearing anything at all!”

Similarly, the role of TU Delft’s many advisory and participation bodies has come under scrutiny following a critical report on social safety by the Education Inspectorate. Despite the fact that these councils, committees, and workgroups are composed of a diverse group of students and employees, a pressing question arises: what prevented them from raising concerns earlier, instead of waiting for external pressure to act?

If pressure from higher authorities suppresses voices within these councils, this structural issue must be urgently addressed. And, if members participate merely to enhance their résumés or gain a sense of self-importance, a reevaluation is necessary. Fear for job security, a desire to maintain positions or promotions, or hopelessness about effecting real change might compel members to remain silent, mirroring the townspeople’s reluctance to acknowledge the emperor’s lack of clothing. However, some might believe the child in Andersen’s tale was in the wrong, as the tailors, the emperor, the advisors, and the townspeople were all content with the illusion.

They must empower management by addressing problems and proposing solutions

It is crucial that advisory and consultation bodies highlight the reality faced by the TU Delft community. They must empower management by addressing problems and proposing solutions, rather than following trends or accommodating higher authorities. Despite numerous reports, evaluations, and communications over the years, few seem to put forward the actual circumstances the people who they represent are facing. If advisory and participatory structures were proactive, TU Delft might not need to apologise or face criticism.

A valuable exercise could involve compiling past reports, using AI to compare them with ongoing realities, and assessing their effectiveness and sincerity. Advisors who failed to address issues in the past lack credibility now, as their recent involvement feels inauthentic. To ensure transparency and accountability, advisory and participation outputs and meeting outcomes should be summarised and stored on the TU Delft employees’ portal. This would create a record for long-term evaluation and progress. Additionally, if current councils cannot contribute meaningfully, external consultants could provide fresh perspectives.

Management at various levels often cites the outputs of advisory and participation bodies as evidence that all is well, but this is misleading. If these groups serve merely as ceremonial bodies, it may be better to dissolve them. Removing ineffective consultation structures would force a confrontation with reality, potentially catalysing genuine improvement. At the very least, cutting unnecessary meetings and paper printing might reduce carbon emissions.