Clark Kerr, President of the University of California, famously coined the term the “multiversity” to capture the expansion of universities in mid twentieth-century America to the point that they contained multiple and often competing (and indeed conflicting) goals, interests, and trajectories. While Kerr waxed eloquent about the value of the multiversity, he worried about the loss of community and purpose he associated with the smaller undergraduate college – especially in relation to undergraduate education. In particular, he worried that incentive structures for faculty led them to focus on narrow research as well as their own entrepreneurial opportunities outside the university, while they became more detached from undergraduate teaching on the one side, and more resistant to administrative leadership and guidance on the other. I follow up on the tensions between administrators and faculty and the ways in which disciplinary structures impede both intellectual openness and institutional experimentation.