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Matthew Yglesias

Matthew Yglesias - Matthew Yglesias is a fellow at the Center for American Progress Action Fund.
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Matthew Yglesias is a fellow at the Center for American Progress. His first book, with the working title Heads in the Sand: Iraq and the Strange Death of Liberal Internationalism, scheduled to be published next spring by John Wiley and co., deals with the Democratic Party's struggle to find a post-9/11 foreign policy, focusing primarily on the rise and (hopefully) fall of the liberal hawk movement.

Previously, he was a staff writer at The American Prospect and an Associate Editor at TPM Media, where he contributed to the group blogs Tapped and TPMCafe. His main blog, now at The Atlantic, has existed in various forms since the dark ages of the blogosphere in January 2002.

His writing has appeared in The Guardian, Slate, The New Republic, and The Washington Monthly, and he is a regular on BloggingHeads.tv and makes the occasional radio or television appearance.

Desperately out of touch with the American mainstream, Yglesias was born and raised in Manhattan and studied philosophy at Harvard where he was editor in chief of The Harvard Independent, a campus alternative weekly.

His latest writings can be found on the Matthew Yglesias blog.

US News and Tuition Inflation

By Matthew Yglesias
Oct 23 2007, 8:26 AM ET Comment

Most people realize that the U.S. News and World Reports rankings of America's best colleges are a bit silly. What they tend not to realize is that since a change in rankings has real impact on a college administrator's career, real things happen in higher education in an effort to move up the rankings, and this has real -- and very bad -- consequences. Kevin Carey has one example here, noting that a large proportion of the U.S. News score is based on pure input measures (spending per student, etc.) rather than anything related to educational outcomes:

That tranlsates into incentives that virtually guarantee inefficiency and constantly rising costs. If a university were able to figure out how to reduce its costs by, say, 10 percent, while holding quality constant, and it chose to pass those savings along to its customers in the form of a tuition decrease, its U.S. News rankings would go down. If, on the other hand, it became 10 percent less efficient and passed the cost onto customers in the form a tuition increase (not a hard thing to do if you're a selective college), its ranking would go up.


But nothing's good for magazine sales like a much-discussed list, and so the madness continues.

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