This essay originally appeared in Korean on September 30 in Sindonga (New East Asia), Korea’s oldest monthly magazine (established 1931), as part of a monthly column, "Shin’s Reflections on Korea." Translated by Raymond Ha. A PDF version of this essay is also available to download.

What, then, explains the power and influence of America’s universities? In this essay, I seek to answer this question based on my experiences during the 30 years I have spent as a professor in the United States. I also consider how this might inform the future of Korea’s universities, which are losing their vitality. Demographic changes have already begun to reduce student enrollment in Korea, and many schools face an increasingly bleak financial situation. Moreover, the regional imbalance between schools in and outside the Seoul metropolitan area continues to deepen.[1] Whether Korea’s universities can overcome these pressing challenges will have critical implications for the country’s future. The Yoon Suk-yeol administration has vowed to pursue reforms in three areas: labor policy, pensions, and education. It is thus timely and important to examine how the educational policies of other countries could inform Korea’s own policies.

Promoting Coexistence and Cooperation

Whether it is in politics, economics, society, or culture, the health and effectiveness of any institution depends on the nature of the ecosystem that surrounds it. An institution cannot persist unless it promotes coexistence and facilitates fluid cooperation between its constituent members.

Let us begin by surveying the overall landscape of America’s higher education ecosystem. According to statistics from 2019, there are roughly 4,000 universities in the United States. About half are private institutions, and the other half consist of public universities that are associated with states or cities. Some schools have four-year programs, while others offer two-year degrees. Large research universities focus on research and training PhD students, whereas liberal arts schools tend to be smaller and dedicate resources to undergraduates. There are also community colleges that are open to anyone with a high school diploma. Although a minority, there are also for-profit colleges and universities, as well as those that only offer online classes.[2]

To ground the discussion, let us focus on the state of California, where I currently live. Its population of 40 million is slightly smaller than that of Korea, but its economy is about 1.7 times larger. There are large private universities such as Stanford and USC, as well as renowned liberal arts schools, such as Pomona College. California arguably maintains the most robust system of public universities in the United States.

California’s public schools consist of the University of California (UC), California State University (CSU), and community colleges. The UC system consists of 10 campuses, including those in Berkeley, Los Angeles, and San Diego, with a total enrollment of around 300,000. For California residents, the annual tuition fee is roughly $14,000 (as of 2022). This is much more affordable than private universities, which commonly charge upwards of $60,000. UC schools not only have highly regarded undergraduate programs, but also run reputable graduate programs and generate substantial research output.

The CSU system consists of 500,000 students across 23 campuses. There are many minority students, including Hispanic and Latino Americans. Admission is less competitive than at UC schools, with an admission rate of around 80%. Tuition fees are also cheaper, at $6,000 per year. There are many part-time students and faculty, and it typically takes six to eight years to graduate. CSU schools offer highly specialized programs. For example, over half of California’s certified schoolteachers are CSU graduates.

Lastly, California has 116 community colleges that offer two-year degrees. Tuition fees are only $2,000 a year. Classes are open to anyone with a high school diploma (or equivalent), and there are a total of 2.1 million students. Most importantly, the UC system, CSU schools, and community colleges maintain close relationships with each other. By doing so, they uphold a robust system of public schools in California.  

Transfer Students: Providing a Second Chance

UC schools are popular among prospective students and have low admission rates. However, only two-thirds of admitted students are high school graduates. The remaining third are transfer students, most of whom are community college graduates. According to data published by UCLA for 2021, 6,585 incoming students came directly from high school. There were 3,436 transfer students, and 93% of them had graduated from community colleges.

Furthermore, 44% of UCLA’s transfer students in 2021 were the first in their families to attend college. 36% were from ethnic minorities, and 72% received financial aid. The admission rate for transfer students was 19%, which was higher than the 11% admission rate for high school seniors. This is typical of schools in the UC system. If transferring to a UC school is difficult, students opt to transfer into a CSU school instead. For students who cannot immediately attend a four-year college after high school due to financial considerations or other personal circumstances, transfer applications offer a valuable second chance.

In this way, UC schools, CSU schools, and community colleges complement each other to sustain a stable ecosystem of public universities in California. This stands in stark contrast to Korea, where schools in the Seoul metropolitan area engage in a zero-sum competition with schools in other regions. Moreover, it is common for students in Korea to retake the College Scholastic Ability Test (CSAT) multiple times in the hopes of obtaining a better score to attend a highly ranked university.[3] After graduating high school, these students dedicate at least a year studying for the CSAT. The college one attends has an outsized impact on future job prospects and social standing in Korea, and there are no other pathways available.

How might we revitalize Korea’s universities? One way is to implement structural reforms among public universities such that a quarter of Seoul National University’s (SNU) admissions quota is allocated to transfer students from public schools in other regions.[4] In turn, public universities outside of Seoul could allocate a quarter of their admission quotas to students from professional schools that offer two- or three-year degrees.[5] Creating these pathways could allow SNU, regional public universities, and professional schools to form a more fluid, cooperative ecosystem of higher education. Some may respond that the differences in academic standards and expectations between SNU and regional public universities are too large to make this feasible. However, it is not uncommon to see transfer students from community colleges excel at schools with rigorous academics, such as UC Berkeley or UCLA. In fact, the graduation rate is higher among transfer students (88%) than those who entered as freshmen (84%).

By creating such pathways between different elements of the higher education ecosystem, it will be possible to ease the pressure on students. They will have alternatives to retaking the CSAT. Enabling the opportunity to transfer into different schools will also ease social inequalities. If they are willing, students at professional schools will be able to pursue further studies at regional public universities. In turn, students at these public universities will have the chance to study at SNU. This will help loosen the rigid vertical hierarchy among Korea’s universities and enhance diversity in higher education.

Why a Perfect SAT Score is Not Enough

Even carefully crafted institutions cannot fully realize their intended effects without the right people. Colleges and universities in the United States apply a variety of standards to select the faculty and students who make up the academic community.

At comprehensive research universities like Stanford or UCLA, faculty are evaluated primarily by their research output. The expression “publish or perish” reflects this reality. On the other hand, liberal arts colleges value teaching and mentoring as much as research. For faculty at community colleges, there is an emphasis on training and preparing students to successfully transfer into four-year colleges.

In the United States, the tenure system is the cornerstone of academia. Unless they are implicated in criminal activities, tenured professors can teach for as long as they want. (In Korea, tenured professors must retire by the age of 65.) Although the tenure system ensures job security, its primary purpose is to protect academic freedom. It enables professors to freely explore and debate ideas regardless of external circumstances, including the political atmosphere. This privilege is granted only after a rigorous evaluation. The most important factor in this process, which usually takes a year to complete, is the candidate’s academic caliber. The assessment is relatively objective, as it involves 12 or more outside experts.

Those who are denied tenure are given one year to find a position at a different school. If their research output is held in high regard, it is possible to transfer to a more prestigious institution. There is a fierce competition between schools to attract talented professors. Even if professors are denied tenure and move to a lower-ranked university, they can work to enhance their research portfolio to transfer to another university later on. In other words, the academic job market is much more flexible than that of Korea. I began my academic career at the University of Iowa, where I taught for three years. I then taught at UCLA for seven years before moving to Stanford in 2001. It is very rare for professors to move between three schools in Korea.

The selection of students is just as important as the hiring of faculty. Prestigious schools in the United States, including Stanford, do not admit students solely on the basis of academic excellence. Admissions offices use grades and SAT scores to assess an applicant’s academic ability, but these numbers alone do not guarantee admission. It is certainly not unheard of for straight-A students with multiple AP exams and a perfect SAT score under their belts to be denied admission. In recent years, colleges and universities have begun to phase out standardized test scores from the admissions process. UC schools have announced that they will be dropping the requirement altogether.

More than Just Academics

Colleges and universities in the United States vary considerably in their size, character, and founding mission. Schools thus apply a variety of criteria in the admissions process. In general, more reputable universities tend to admit students with a view to nurturing individuals who will make important contributions to American society and the world. Along these lines, the two decisive factors in evaluating applicants are leadership and commitment.

Leadership requires a sense of responsibility toward one’s community. It begins from a willingness to serve others and prioritize their needs above one’s own. The notion of commitment cannot be easily translated into Korean, but it refers to a persistent dedication to an area that one is passionate about, whether it is an academic subject, athletics, music, or community service.

In Korea, students spend an enormous amount of time and resources to build up their resume. This is colloquially referred to as “building up one’s spec,” which is short for specification. Students with extensive qualifications and experiences may appear brilliant on the surface, but it is hard to tell whether they have a sincere passion for any subject or activity at all. Just like the students and parents portrayed in the popular drama “SKY Castle,” an impressive resume may be nothing more than an exquisite mirage.[6] Colleges in the United States tend to seek out students who have shown a steadfast commitment to an activity or issue, more so than students with the most impressive academic credentials.

American universities also emphasize diversity when admitting students. At Stanford, students from ethnic minorities make up over half the student body. The gender distribution is also balanced, with 49% male students and 51% female students. As I mentioned in my previous column about diversity, schools in the United States place a high value on diversity when selecting students and faculty, even though they do not apply affirmative action policies.[7] Accordingly, applicants must be able to demonstrate how they can make a unique contribution to the academic community, instead of striving to meet a uniform standard based only on grades and test scores.

For students, life on campus is not confined to the classroom. It is not necessary to select only those students with the highest grades. Universities should be a place for cultivating leaders who not only possess a sense of responsibility toward their community, but also fulfill necessary roles in society. When students from varied backgrounds and diverse interests come together, they will spark each other’s curiosity. It is not a coincidence that the founders of companies like Google or Yahoo formulated innovative ideas while they were students at Stanford. In this way, admissions policies can directly influence a school’s atmosphere.

Korea should also give serious thought to how it can prepare and nurture students for the 21st century, so that they can contribute to Korea and the global community. The Yoon administration’s education policies must incorporate measures to achieve this goal.

Meeting Social and Economic Demands

Universities do not exist in a vacuum. They should not be an ivory tower, detached from the rest of society. Rather, they must play a proactive role in tackling important social and economic problems.

Frederick Terman, who served as a professor of engineering and provost at Stanford, was a pioneer of academia-industry collaboration. He is widely known in Korea for his role in establishing the Korea Advanced Institute of Science and Technology (KAIST), which is one of the country’s most prestigious science and engineering schools. Terman also played a central role in the 1951 creation of Stanford Industrial Park, which hosted high-tech firms. He was a visionary who encouraged students to create companies. Since then, Stanford graduates have established 40,000 companies. Terman is widely regarded as the “father of Silicon Valley.” Such momentous developments were possible because Terman, as an academic administrator, positioned Stanford to directly contribute to emerging social and economic trends. Stanford has played a leading role in major technological developments for many decades, from semiconductors to the IT boom and now artificial intelligence.

This year, Stanford launched the Doerr College of Sustainability. It was the first time in 70 years that Stanford established a new school. This is an intriguing development, since schools within universities typically focus on professional fields—engineering, medicine, or business—instead of addressing specific issues that may not be well known to the general public. By creating this new school, Stanford seeks to play a leading role in researching and devising solutions to two critical challenges that humanity will face in the coming decades: climate change and the energy crisis. In addition to drawing on existing faculty from other departments, Stanford plans to hire 60 new faculty members, with the goal of connecting scientific research to policy issues.

A $1.1 billion donation from Ann and John Doerr, one of Silicon Valley’s most successful venture capitalists, was crucial to the school’s establishment. Gifts from other donors brought the total to $1.69 billion. As in this case, outside donations often enable America’s universities to prepare for the future. Private institutions such as Harvard ($53.2 billion) and Stanford ($37.8 billion) have sizable endowments. Public schools are no exception. The University of Texas system has an endowment of $42.1 billion dollars, and the UC system has $12.1 billion. Universities rely on these resources for their long-term development.

In Korea, these donations are commonly misunderstood as payments to secure admissions. It is true that private universities have legacy admissions to account for familial ties or recognize those who have contributed to the school’s development. However, it is difficult to imagine students being accepted only because of donations. In fact, there have been several cases in recent years where parents who engaged in these practices were found criminally responsible. The students also had their admissions revoked.

As is the case with the Doerrs, colleges and universities in the United States use outside donations to address future challenges and support pioneering research. Furthermore, donations allow schools to hire talented professors and provide financial assistance to students from low-income households. At Stanford, families with an annual income below $75,000 do not have to pay tuition, room or board. At UCLA, around 45% of all students are exempt from paying tuition. Schools in the U.S. offer merit-based scholarships as well, but need-based scholarships are far more common. There are policies to help ease the financial burden for those who seek to pursue a college degree. In the bigger picture, donations to universities are a form of redistribution. To incentivize such donations, individuals are allowed to claim tax deductions for donations to non-profit educational institutions.

Korea’s universities face a difficult financial situation. Both tuition fees and professors’ salaries have been frozen for a decade. Donations from individuals and companies are negligible. Stanford and SNU have roughly the same number of faculty, but Stanford’s annual operating budget ($8.2 billion) is many times larger than that of SNU ($1.1 billion). Korea’s Ministry of Education allocates 12 trillion won ($8.3 billion) in its budget toward universities. This is only one-sixth of the ministry’s budget for preschool and elementary school, and is the lowest among OECD countries.

Universities cannot play a proactive role in addressing economic and social challenges unless they are financially stable. The Korean government must provide greater resources to universities, while also giving them more latitude. There should be incentives for individuals and companies to donate to universities with an eye to the future. At the same time, universities must maintain a sense of social responsibility and be faithful to their role in leading the way toward the future.

The Perils of Short-term Governance

The last issue is internal governance. Compared to Korea, administrative leaders at American universities stay in office for a much longer duration. This yields greater continuity. Charles Young, who served as chancellor when I was at UCLA, led the university for 29 years. John Hennessy, who was Stanford’s president when I arrived in 2001, served in that position for 16 years. Deans also typically serve for many years. In my case, I have been the director of the Shorenstein Asia-Pacific Research Center (APARC) at Stanford since 2005.

The governance of U.S. colleges is decentralized to a significant degree, compared with Korean universities. There are specific matters that require the dean’s approval, such as hiring decisions for faculty. Some issues require the assistance of legal counsel. By contrast, in Korea, most issues must be reviewed by the university’s administrative headquarters, which reports to the president. For example, suppose that Shorenstein APARC pursues a partnership with a research center at a Korean university. Issues that I can directly approve as APARC’s director often require the approval of administrative headquarters on the Korean side.

Although the governance of American universities is decentralized, faculty members must work within strictly prescribed boundaries. At Stanford, professors have to submit two documents to the university every May. (There are similar procedures at other schools.) Faculty members have to declare whether there were any conflicts of commitment over the past year, as well as any conflicts of interest.

Several years ago, a Korean university approached me to offer a position as an adjunct professor. It seemed like a promising opportunity. I asked the Stanford administration whether this arrangement would be possible, but I was told that there would be a conflict of commitment. I had no choice but to respectfully decline the offer. Stanford allows its faculty to spend 52 days a year on external activities, including consulting. However, any activities that seriously impede the ability to fulfill one’s basic duties as a Stanford professor are strictly regulated, as they are considered to create a conflict of commitment.

The same is true for conflicts of interest. Professors who wish to participate in external projects must adhere to detailed regulations to avoid conflicts of interest. There are also measures to protect the school’s reputation. For example, Stanford’s logo or name cannot be used in external consulting projects. Moreover, Stanford faculty cannot take on positions with decision-making authority, such as director or manager, while taking part in these projects.

Korea’s universities could also consider institutionalizing strict rules for professors’ activities, allowing for freedom within these boundaries. In Korea, there are frequent controversies about so-called “polifessors,” or professors who engage in political activities. Questions often arise about the appropriate scope of external activities for professors. It may be helpful to examine these issues from the perspective of conflict of commitment and conflict of interest.

As is the case with Korea’s politics, university presidents only serve for a short period of time. This undermines continuity in leadership. Most university presidents in Korea serve one four-year term, with no possibility of a second term, regardless of their performance. Deans and other administrative positions also only last between two and four years. It is thus difficult to create and implement long-term, future-oriented plans. Instead, there is a narrow focus on achieving short-term goals. When a new president takes the helm, he or she tends to break from the predecessor’s policies.

These structural issues are inextricably tied to the direct election of university presidents. In many Korean universities, faculty members vote for the university president. This would be unimaginable in the United States, where schools usually form a search committee consisting of professors, members of the board of trustees, and alumni. After thoroughly evaluating and considering candidates for at least several months, this committee selects the next president. Given the rigorous nature of this process, presidents typically serve for many years as long as there are no serious concerns about their performance. The direct election of university presidents was a natural and legitimate outgrowth of Korea’s democratization, but it has created serious side effects, including the politicization of the academy. It is time to reform the governance structures of Korea’s universities.

The Driving Force of a Global Superpower

There continue to be debates about the decline of American power, but the United States still remains a global hegemon. Its ability to lead and influence the world arises in no small part from its universities, which are the source of America’s technological innovation and its military and economic heft. Korea’s dramatic transformation over the past 70 years was also driven by an intense focus on education, giving rise to a highly skilled and educated population.

Today, Korea’s universities face a serious crisis. There are severe regional imbalances between schools in the Seoul metropolitan area and other parts of the country. Universities lack the financial resources to create and implement long-term plans. Furthermore, the governance of Korea’s universities has become excessively politicized. For Korea to leap into the future, its universities need to be revitalized. As it pursues educational reforms, the Yoon administration must remember that the country’s future depends on its universities.

Each summer, Stanford students assist APARC faculty on a variety of projects as research assistants (RAs). For Master’s in East Asian Studies candidate Kerstin Norris, working with Center and Korea Program Director Gi-Wook Shin provided the opportunity to conduct literature reviews of the field of race studies and build her skills in a collaborative research environment.

Norris, who intends to pursue a doctoral degree in Sociology with a research emphasis on Korean Studies, described the experience of working closely with Stanford faculty and peer researchers as particularly valuable in designing her own research projects and giving her direction for her future dissertation.

In the following Q&A, Norris discusses her research assistantship experience this summer. The interview was slightly edited for length and clarity.

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First, tell us a bit about yourself and your academic interests and extracurriculars. 
I am currently a master’s student within the Center for East Asian Studies and primarily focus on South Korea, militarism, labor, and migration. I am originally from Xenia, Ohio where not much happens. So, when I told my family I was interested in international studies as an undergraduate and later East Asia as a graduate student, I was always the odd man out. I knew that I was meant to leave my small town but was unsure what I was destined to do. At the Ohio State University, I found a love for international relations, political theory, and research with an interest in East Asia (I have Korean and Japanese pop and rock music to thank for that). I decided to apply to Stanford’s East Asian Studies master’s as a bridge for a PhD in Sociology in order to gain more knowledge.  

Why did you choose to work with Dr. Shin? 
I actually chose to attend Stanford in order to work with Dr. Shin. His work is globally renowned in East Asian studies and especially Korean studies. Before committing to Stanford, I had a Zoom call with Dr. Shin about the CEAS program and the university’s opportunities. I knew I wanted to become an academic, but the incredible competitiveness in the job market always made me apprehensive to go forward with that career route. The uncertainty about job prospects after graduation felt daunting, although I could not imagine doing anything else, given my love for teaching and research. However, after my call with Dr. Shin, I knew I had to give it a shot. He told me that it was possible for me to become a scholar if I wanted to and had the grit. He really inspired me, so it was natural for me to want to work under Dr. Shin as an RA. 

Can you describe the research assistantship?
Because we were in the beginning stages of a project, the job consisted primarily of conducting literature reviews of the field of race studies and searching for case studies for the job. After completing the literature reviews, my teammates and I had biweekly meetings in which we discussed the content we read and attempted to theorize our own understanding of race and racism within the Asian context. The next team will be doing far more empirical work and working closely with case studies. To those unfamiliar with academia, I might describe this research as an attempt to gain a greater understanding of how racism operates in an Asian context. A lot of scholarship concerning what race is and how it operates within the world is very Western-centric or applies a Black-White lens, so it is important to understand how it potentially manifests across the Asian continent.  

What did you learn over the course of your research assistantship and how do you think it will help you in your career? 
Given that I want to be a professor in Sociology and Korean studies, this research directly correlated to my future career. I had been an RA in the past, largely doing archival research and general literature reviews. However, this RA-ship was different in that it really challenged me to work within a team, become more familiar with a field I hadn’t studied, and build a project from ground zero. Because of the RA-ship, I will be better prepared to design my own research projects, most importantly my future dissertation.

What's next for you? 
In the fall, I will be doing an exchange quarter at Sungkyunkwan University where I will be taking Korean studies courses taught in Korean. I will then return to Stanford to write my master’s thesis and graduate. Hopefully, I will then apply to PhD programs!   

Any advice for Stanford students considering a summer RA position? 
For those considering a summer RA position, I would make sure that the research interests you and somewhat aligns with something you’d like to do in the future, even if it isn’t academia. I would also highly recommend working in an RA position with a team. Having done research alone and in a team setting, I recognize how much I gained from hearing others’ thoughts and debating concepts and theories. That was the most fruitful part of my summer experience.

Learn more about APARC’s summer research assistant internships and other training opportunities for Stanford undergraduate and graduate students >

This essay originally appeared in Korean on June 16 in Sindonga (New East Asia), Korea’s oldest monthly magazine (established 1931), as the third in a monthly column, "Shin’s Reflections on Korea." Translated by Raymond Ha. A PDF version of this essay is also available to download.

Just as in Korea, there have been polls in the United States that show that more Americans would vote for Trump than Biden if the election were to be held today. The former president is poised to make another run for the White House in 2024, as the FBI continues its investigation into his potential mishandling of classified documents.

Biden and Yoon could not be more different in terms of ideological orientation or political experience. Nonetheless, they find themselves in a similar political predicament. How can we explain this state of affairs? Some would emphasize the effect of catastrophic events beyond any leader’s control, like the COVID-19 pandemic. Others stress the role of structural factors, including political polarization. Critics in Korea and the United States point to policy failures and shortcomings of political leadership, while both Biden and Yoon insist that their respective predecessors left behind daunting challenges. This essay examines each of these factors as it explores the path ahead for President Yoon Suk-Yeol, who recently marked his 100th day in office.

Is Yoon Korea’s Trump?

Before comparing Yoon with Biden, however, it is necessary to first address another frequently mentioned comparison—that of Yoon with Trump. In the months leading up to Korea’s presidential election this March, foreign journalists and observers often asked if Yoon could be understood as a Trump-like figure in Korean politics. To be sure, there is an overlap: a lack of political experience, strong anti-China rhetoric, and anti-feminist attitudes. Yoon’s unwillingness to foster diversity calls to mind Trump’s white supremacist rhetoric.[1] Both are perceived as “strongmen” who forcefully achieve their goals by any means, not skilled politicians who foster compromise through negotiation. Moreover, both are known for their blunt manner of speaking and their anti-pluralist rhetoric.[2]

However, the differences between the two are arguably more salient. Trump’s doctrine of “America First” rejected an international order built on multilateral cooperation. He showed no hesitation in openly pressuring longstanding allies like Japan and Korea. In contrast, Yoon has voiced support for the liberal international order and has emphasized the importance of the U.S.-Korea alliance. Furthermore, Trump has shown little regard for the rule of law. Instead of condemning those who attacked the Capitol on January 6, 2021, Trump still claims that the election was fraudulent. Yoon, who was trained as a lawyer, has consistently emphasized the rule of law.

Trump was rejected by the Republican establishment as a political maverick. Yoon, on the other hand, is the embodiment of Korea’s elite. He graduated from the Department of Law at Seoul National University, which is regarded as Korea’s most prestigious university. He then became a prosecutor and rose to the position of prosecutor general, overseeing one of Korea’s most powerful institutions. If anything, Yoon brings to mind a different Republican president: George W. Bush.

Yoon and George W. Bush: Striking Similarities

Bush and Yoon both grew up in upper-middle-class households and graduated from prestigious universities. Bush’s father served as president from 1988 to 1992, while Yoon’s father taught at Yonsei University as a professor of applied statistics.[3] Despite their affluent backgrounds, both faced troubles during their youth. Bush struggled with alcohol and was once arrested for a dui violation. He also suffered defeat in his first attempt to run for Congress in 1978. Yoon failed the state bar exam eight times and succeeded on his ninth attempt, only to be relegated to less important positions multiple times in his prosecutorial career for his uncompromising stance in politically sensitive investigations.[4] Bush and Yoon have both overcome difficulties, and they also cultivated down-to-earth, approachable personas as politicians.

The similarities do not end there. As president, Bush and Yoon both relied heavily on well-established figures in the conservative mainstream when making appointments to key positions. Bush chose Dick Cheney, who served as secretary of defense during his father’s administration, to be his running mate. Donald Rumsfeld, who led the Pentagon under President Ford, was once again appointed to the same position. Key figures from the Republican national security establishment, including Condoleezza Rice, played a significant role in shaping the Bush administration’s foreign policy.

The Bush administration followed the traditional Republican stance of emphasizing alliances in foreign policy. It pursued market-friendly policies at home and abroad, lowering taxes and entering into free trade agreements with Korea and other countries. Moreover, it pushed ahead with the invasion of Afghanistan and Iraq and labeled North Korea as part of the “axis of evil,” along with Iraq and Iran. In doing so, the Bush administration raised political tensions by pursuing a so-called ABC policy (“anything but Clinton”), seeking to overturn its predecessor’s legacy.

There are striking similarities in the composition and policy orientation of the Yoon administration. Consider its foreign policy team, for instance. Park Jin, a legislator with extensive foreign policy credentials, was appointed as foreign minister. Kwon Young-Se, a former National Assembly member who was the Park Geun-Hye administration’s first ambassador to Beijing, now leads the Ministry of Unification. Kim Sung-Han, a professor at Korea University who was a vice foreign minister during the conservative Lee Myung-Bak administration, is Yoon’s national security advisor. Kim Tae-Hyo, who played a key role in shaping Lee Myung-Bak’s national security policy and subsequently taught political science at Sungkyunkwan University, has returned to government as Yoon’s deputy national security advisor.

Some observers have noted that this team bears a resemblance to the neoconservatives of the Bush administration. The Yoon administration is expected to stress the U.S.-Korea alliance and adopt a hardline stance against Pyongyang. Some expect Yoon to pursue a policy of “anything but Moon,” just as Bush proceeded with “anything but Clinton.”

In assembling his economic team, Yoon has drawn from well-established career civil servants. His prime minister, Han Duck-Soo, entered the civil service in 1970 and later served as minister of finance and prime minister under President Roh Moo-Hyun. Choo Kyung-Ho, who serves as deputy prime minister and the minister of economy and finance, has nearly three decades of experience in economic and financial policy. The Yoon administration has rolled out a package of market-friendly economic policies focused on eliminating red tape, stimulating innovation, and lowering corporate taxes.

There is more than a passing similarity between the composition and policy objectives of the Yoon and George W. Bush administrations. That said, the political trajectory of Yoon’s presidency seems likely to follow that of Biden, not Bush. Unlike Biden, whose approval ratings have steadily declined after entering office, Bush’s ratings soared to 90% following 9/11 and stayed relatively high during the early days of the War on Terror. Bush was re-elected in 2004, but it remains to be seen whether Biden can do the same.

Yoon faces many of the same challenges as Biden: the COVID-19 pandemic, the war in Ukraine, high inflation, and a society riven by ever-worsening political and economic polarization. Both leaders also have to contend with a ruling party that is far from cohesive. Examining the path that the Biden administration has taken over the past 18 months can thus yield important lessons for the political future of the Yoon administration.

An Early Loss of Support

During Trump’s presidency in the United States and Moon Jae-In’s presidency in Korea, commentators often spoke about a crisis of democracy. The conversation has now shifted to focusing on a crisis of political leadership. Those in the United States and in Korea have sought to understand why Biden and Yoon, who each entered office after a hard-won electoral victory, faced difficulties early on in their terms.

As I noted in a previous essay, both presidents won narrow victories in bruising election campaigns marked by unprecedented levels of mudslinging.[5] In both countries, the ruling parties won important victories shortly after the presidential election. Raphael Warnock won a Senate seat in Georgia for the Democratic Party in January 2021, while the PPP swept Korea’s local elections in June 2022. However, those in the United States and Korea who hoped that the new president would overcome the crisis of democracy and return the country to normalcy have so far been disappointed.

Let us first look at the United States. According to a RealClearPolitics average of multiple polls conducted in July and August, nearly 70% of respondents believe that the country is going in the wrong direction. Only 23.2% stated that the country is headed in the right direction.[6] In its own analysis, FiveThirtyEight notes that Biden had the lowest approval rating (38.6%) of any president 18 months after entering office. (By comparison, Trump recorded 42.1% at the same point in his term.) Biden’s ratings have fallen even among African Americans and Latino Americans, who traditionally make up the Democratic Party’s base. Among youth, who overwhelmingly voted for Biden in 2020 (over 60%), the level of support has fallen by half.[7]

A similar trend is now evident in Korea. In terms of the speed and magnitude of the decline, Yoon has fared much worse than Biden. According to a poll of 1,000 respondents conducted by Gallup Korea from July 26 to 28, only 28% expressed support for Yoon’s job performance. In terms of age groups, those in their 30s and 40s showed the lowest level of support at 17%. Even among respondents in the city of Daegu and North Gyeongsang Province, which are conservative strongholds, negative responses exceeded positive responses by 7 percentage points.[8] If there was a difference between Biden and Yoon in this regard, it was in the main reason for the loss in support. Economic troubles created difficulties for Biden, whereas Yoon went against prevailing public opinion by appointing controversial individuals to key posts.

How might we understand the causes of Biden’s political troubles? In the July 20 New Statesman, Adam Tooze writes that “a combination of bad luck, ineptitude, internal divisions, the structures of U.S. politics and the ruthlessness of their enemies has put not only the future of the Biden administration but the republic itself in danger.”[9] One could reasonably classify the pandemic and high inflation as “bad luck.” Beyond this, Tooze largely points to two causes. Political polarization and “the ruthlessness of. . . enemies” are structural factors. On the other hand, “ineptitude” and “internal divisions” pertain to questions of political leadership. It is debatable whether Biden has already “failed,” as Tooze concludes. However, his frame of analysis provides a useful lens for diagnosing the current political situation in Korea.

Extreme Political Polarization

Structural factors have played an important role in the United States. Trump was skilled in using “divide and conquer” to his political advantage. Political polarization in the United States reached unprecedented levels during Trump’s term in office. The 2020 election came down to the wire, with Arizona, Wisconsin, and Pennsylvania playing a decisive role in the electoral college vote. Trump, along with certain segments of the Republican Party, still refuses to concede defeat.

In such a polarized environment, it is difficult for even the most skilled politician to obtain an approval rating exceeding 50%. Major initiatives that require a broad national consensus, such as FDR’s New Deal and Lyndon Johnson’s Great Society, have become virtually impossible. Biden initially pitched “Build Back Better” as a New Deal for the 21st century, but it encountered significant opposition in Congress. Conflicts over the so-called culture war issues, including abortion rights, have further intensified. Edward Luce, the U.S. national editor of the Financial Times, recently warned that “America is two nations barely on speaking terms.”[10]

Second, critics have raised doubts about the effectiveness of Biden’s political leadership at home. While Biden successfully led the Democratic Party to victory in its battle against Trump in 2020, voters did not necessarily see him as the most attractive candidate at the outset. Even though they did not secure the nomination, candidates such as Sanders and Warren, who openly advocated for progressive policies, drew a great deal of support during the primaries. Once Trump had been defeated, the intra-party alliance loosened. It became a daunting challenge to bring together different factions of the Democratic Party into a cohesive whole. I also raised this point in an interview with the Korean press, noting that Biden could face a lame duck period much sooner than expected. In perhaps the most well-known example, the Build Back Better initiative failed to pass Congress not only because of opposition from Republicans, but also because of pushback from Democratic senators Manchin and Sinema.

Although the recently passed Inflation Reduction Act takes meaningful steps related to climate change, many progressive Democrats were deeply unhappy with Biden for failing to keep his promise to act on the issue. Biden’s loss of support among young voters is partly due to economic difficulties, but it is also related to his reluctance to wholeheartedly adopt key elements of the progressive agenda. On the other side, centrist and conservative-leaning figures in the Democratic establishment, including Larry Summers, are criticizing Biden’s economic policies as being too far to the left. Moreover, Biden met with Mohammed bin Salman in July, despite his strong condemnation of the Saudi prince’s human rights record. This meeting was ostensibly for the purpose of persuading Saudi Arabia to increase its oil production. Biden received criticism from both sides of the aisle after failing to achieve this goal.

The United States is experiencing its worst inflation since the 1980s, with persistent concerns about an impending recession. Furthermore, the chaotic withdrawal from Afghanistan and the ongoing war in Ukraine have raised doubts about the effectiveness of U.S. leadership on the world stage. Biden’s response to Speaker Nancy Pelosi’s visit to Taiwan also raised doubts in some quarters. All of these events have led to growing dismay and disappointment among the American public. It is certainly too early to pronounce Biden as a failed president, as Tooze claims in the New Statesman. If anything, the Dobbs decision and the passage of the Inflation Reduction Act appear to have created momentum among core supporters of the Democratic Party ahead of this year’s midterms.

However, the Democratic Party still faces an uphill battle in its bid to retain the White House. The outcome of several ongoing criminal investigations involving the former president remains an open question, but Trump is all but certain to run again in 2024. If Biden fails, then Trump may well return—with profound consequences for America and the international community.

Tooze’s analysis of Biden’s first 18 months has significant implications for Korea. Both the United States and Korea are exposed to external shocks, including the pandemic and high inflation. The two countries also share structural problems, including political polarization and the lack of toleration and compromise among political actors.[11] Far from steering Korea’s democracy out of troubled waters, Yoon is in danger of losing political momentum altogether due to intra-party strife and incompetence.

Is There a Way Out for Yoon?

Just as Biden has to contend with Trump’s legacy, Yoon also has to deal with everything that Moon Jae-In has left behind. Missteps and complications in economic and foreign policy have surely created a challenge for Yoon, but one cannot keep blaming the Moon administration for ongoing difficulties. The people rendered their judgment when they voted the DPK out of power. Yoon will be judged on his own merits.

In several respects, Yoon finds himself in a much more difficult situation than Biden. With decades of political experience, Biden can rely on a team of trusted aides and advisors with whom he has worked since at least the Obama administration. His party also controls both houses of Congress. Yoon, however, is still a newcomer to politics, and the opposition party commands a powerful majority in the National Assembly. The PPP and the DPK only recently agreed on the division of standing committee chairs, which is required to proceed with a session of the National Assembly.[12] This delay has cost the Yoon administration, which urgently needs support for its legislative priorities.

An approval rating in the 20s only two months into office is a serious warning sign. Every country in the world is being battered by external shocks, but smaller countries like Korea sway more violently when struck by the same wave. President Yoon has rightly said that policies should not waver with every fluctuation in public opinion, but a democratically elected leader must heed the people’s warning. Popular support is a sine qua non for any president.

To find a way out of the current crisis, Yoon must demonstrate leadership as a politician, not as a lawyer or a prosecutor. He must make it a priority to defuse internal strife within the PPP. Like Biden, Yoon was elected as the best candidate to achieve a transfer of power. He was seen, first and foremost, as a leader of disparate political forces who opposed Lee Jae-Myung. There are multiple factions within the PPP that seek to protect their own interests. Yoon’s supporters were united in their opposition to Lee, but it was unclear what they stood in favor of, with no clear goal to coalesce around once the election was over.

The ongoing struggle between Lee Jun-Seok, the suspended chairman of the PPP, and pro-Yoon politicians has taken no one by surprise. President Yoon could have fostered dialogue and compromise, but instead left this conflict to fester. His actions have sometimes exacerbated the situation. One journalist wrote that “Yoon is his own worst enemy.” Yoon must honestly reflect on his role in the ruling party’s crisis and show himself to be a responsible leader with integrity.

Yoon became a politician with a vow to restore fairness and common sense to politics. He also repeatedly emphasized the importance of freedom in his inaugural address. However, it still remains unclear to the Korean people what this means in practice. How does he intend to apply fairness and common sense to his administration’s policies? What concrete steps is he taking to restore and defend liberal democracy in Korea? Even if Yoon and his aides already have something in mind, the Korean people are still waiting for the answers to these questions.

In particular, polls repeatedly indicate that controversial personnel appointments are the main reason behind unfavorable views of Yoon. Put differently, the public believes that Yoon is violating his pledge to apply fairness and common sense when choosing individuals to appoint to key government positions. In the same vein, only criticizing the failures of the Moon administration is not enough to restore and renew Korea’s damaged democracy. The Korean people still await the Yoon administration’s vision for the country, one which would be based on fairness, common sense, and freedom.

How Yoon Can Rebuild Popular Support

Another way out of the current crisis would be to pursue policies that align with the political center. Due to political polarization, no president can hope for approval ratings in the 70s or 80s anymore. For simplicity, let us assume that roughly one-third of Korea’s electorate leans left, a third consists of moderates, and the remaining third is conservative. The most feasible strategy to regain popular support would be to attract around two-thirds of the moderates (22%) in addition to his conservative base (33%), which would yield an approval rating in the mid-50s.

Political polarization is a structural problem that cannot be resolved overnight. Nonetheless, certain steps can be taken to bolster support among moderates. The Yoon administration would do well to keep this in mind as it seeks to implement reforms in education, pensions, and labor policy. The experiences of past governments are instructive in this respect. Kim Dae-Jung entered office in 1998 with a legislative minority, but he joined forces with Kim Jong-Pil’s United Liberal Democrats to build political momentum.[13] Lee Myung-Bak faced a domestic political crisis early on in office, but he was able to regain support by enacting centrist policies that addressed the needs of ordinary citizens.

Yoon must resist the temptation to pursue “anything but Moon.” The Moon administration openly vowed to “eradicate deep-rooted evils,” rejecting and punishing the policies of its predecessor. Faulty policies must, of course, be corrected. Those who were involved in corrupt or illegal activities should be held to account. However, it is excessive and unnecessary to punish those who made a good faith effort to formulate reasonable policies based on the information that was available at the time. Doing so would make civil servants even more reluctant to do their jobs.

The Moon administration created a task force within every key government agency to pursue its “eradication” agenda. While using the judicial apparatus, it was a politically motivated act to punish those who were involved in the previous conservative administrations’ policy decisions. Yoon must avoid repeating this mistake. He would know better than anyone the pitfalls of going down such a path. Although Yoon was initially part of this effort as a prosecutor, he later became the target of such a political campaign during his time as prosecutor general.

Having a strong base of popular support is critical in conducting foreign policy, an area in which Korea will face formidable challenges. Yoon’s attendance at the NATO summit in Madrid in June demonstrated his resolve to strengthen the U.S.-Korea alliance and uphold the liberal international order. The overarching orientation of Yoon’s foreign policy is commendable. However, managing relations with China will be a demanding task. Yoon’s foreign policy team will soon be put to the test. Pyongyang could engage in a major provocation. Beijing will continue to pressure Seoul to uphold the “three noes” with respect to the THAAD missile defense system.[14] A military clash between China and the United States in the Taiwan Strait is by no means an unlikely possibility. Popular support is critical in responding to any foreign policy crisis. A leader who is weak at home is also constrained abroad.

Finally, Yoon must refrain from turning to the rule of law as the solution to every problem. Respect for laws and principles is a necessary condition for democracy, but it is not a sufficient condition. We have seen all too clearly how the Moon administration weakened Korea’s democracy under the guise of rule of law. Without respect for democratic norms and values and the resolve to defend them, liberal democracy cannot be sustained. To defend freedom, which President Yoon emphasized during his inaugural address, it is vital to show toleration for the other side and forbearance in the exercise of power. He must engage in a sustained dialogue to persuade the people, including the opposition.

In late July, Park Soon-Ae, the education minister, faced intense public opposition after abruptly announcing that the age of entry into elementary school would be lowered from six years to five. She resigned only ten days later. Before pursuing major policy reforms, sufficient time must first be taken to gather a wide range of views through public debate and dialogue. The Yoon administration not only faces a large opposition party, but also must contend with progressive elements of Korea’s civil society. The administration must skillfully conduct negotiations, reconcile opposing views, and foster compromise. The ability to exercise political leadership will be crucial.

In doing so, the administration must acknowledge differences while pursuing shared goals and interests. It is only natural for there to be opposing views in a pluralistic, democratic society. The government must listen to a variety of voices and appoint a diverse group of individuals to key positions. As I noted in a previous essay, ensuring diversity is critical to innovation and organizational effectiveness.[15] Relying heavily on former prosecutors and career civil servants, as the Yoon administration has done, makes it much more difficult for diverse voices and experiences from the full breadth of Korean society to inform policymaking on important issues.

A Global Crisis of Leadership: The Path Ahead for Yoon

We are now experiencing a global crisis of leadership, perhaps as serious as the global crisis of democracy. Trump and Moon are no longer in office, but their respective successors are struggling to unite and lead their countries. In the United Kingdom, the Conservative Party experienced a prolonged leadership vacuum before choosing Liz Truss as the new prime minister. Merkel’s absence is keenly felt in Germany. Macron was re-elected after a difficult election campaign in France, but the ruling party’s approval rating is stalled in the mid-30s. Firm leadership and cohesion among democratic powers—including the United States, the United Kingdom, France, Germany, and Japan—are critical in defending the liberal international order from challenges by authoritarian powers like China or Russia. The current state of affairs is far from encouraging.

Korea is no exception. Its own crisis of leadership is unfolding much more rapidly than those in other major democracies, with serious repercussions. There are structural problems, both domestic and external, that President Yoon cannot immediately resolve. However, it is critical for him to deeply reflect on his effectiveness as a leader so far. If he honestly confronts and learns from his shortcomings and mistakes, the present political crisis could become a turning point. Amidst a global crisis of leadership, Yoon could elevate Korea as a staunch defender of democracy. The choice is his to make.

This essay originally appeared in Korean on August 1 in Sindonga (New East Asia), Korea’s oldest monthly magazine (established 1931), as part of a monthly column, "Shin’s Reflections on Korea." Translated by Raymond Ha. A PDF version of this essay is also available to download.

Can Korea’s soft power, embodied by K-pop and K-dramas, take root as a lasting force? Korea is now an economic powerhouse with the 10th largest economy in the world, but can it also become a cultural powerhouse with global influence? We may look back on the Korean Wave as a passing trend, a flash in the pan. On the other hand, it could be an opportunity for South Korea to overcome the so-called Korea discount, in which the market “prices in” instability arising from the security threat posed by North Korea. The soft power of the Korean Wave could enable South Korea to transform this disadvantage into a “Korea premium” instead.

The View from America: from the Korean War to Anti-Americanism

Historically, the Korean War has been the single most important event in shaping American perceptions of South Korea.[2] “M*A*S*H,” a comedy drama that portrayed the day-to-day experiences of army surgeons and nursing officers in a mobile army surgical hospital located in Uijeongbu during the Korean War, was still on the air when I arrived in Seattle to begin my graduate studies in the 1980s.[3] This show ran for a total of 11 seasons from 1972 to 1983, and it is regarded as one of the best U.S. television dramas of all time. As a result, “M*A*S*H” had a powerful impact on how the American public perceived South Korea, which was seen as a poor, war-torn country that relied on American aid.

The economic growth that occurred during South Korea’s developmental authoritarian era also helped shape American perceptions of the country. People began to speak of the Miracle on the Han River, just as they had labeled Germany’s post-World War II recovery as the Miracle on the Rhine. Clothes and shoes manufactured in South Korea found their way into the U.S. market, followed by Hyundai’s Excel and black-and-white TVs from Samsung Electronics. Academics from various disciplines, including economics, sociology, political science, and anthropology, began to produce research on South Korea. Alice Amsden, a political economist who taught at MIT, predicted in Asia’s Next Giant (1989) that South Korea would become a major economic power in Asia.

However, the prevailing view in the United States was that South Korea would not overtake Japan as Asia’s economic leader. Instead, it was believed that it would seek to emulate Japan as one of several “flying geese.” Ezra Vogel, a leading scholar of East Asia who taught at Harvard for many years, rose to academic prominence with Japan as Number One (1979) and labeled South Korea, Taiwan, Hong Kong, and Singapore as the “four little dragons” in a later work. The historian Carter Eckert published Offspring of Empire (1991), which traces the origins of Korean capitalism to Japanese colonial rule.

Allegations of U.S. culpability in the massacre of civilians during the Gwangju Uprising of May 1980 gave rise to greater interest in South Korea’s politics, social movements, and its ethnic nationalist ideology. Specifically, the emergence of anti-Americanism in South Korea attracted attention from both intellectuals and the general public in the United States.[4]

Even though South Korea experienced a serious financial crisis in the late 1990s, it was recognized by the United States and the broader international community as a country that had successfully achieved both industrialization and democratization in the post-World War II era. It joined the OECD in 1996 and was a founding member of the G20. Once a recipient of foreign aid, it now provides official development assistance to developing countries. Hyundai has grown from producing the Pony to the Genesis. Samsung Electronics has moved on from manufacturing black-and-white TV sets to become one of the leading TV brands across the world and commands a sizable share of the global semiconductor market.

In terms of its political evolution, South Korea is regarded as a leading example of a country that successfully transitioned to democracy during the “Third Wave” of democratization, which began in the 1970s. It is extremely difficult to find examples of countries that underwent both political and economic development in a relatively short period of time since the end of World War II. South Korea’s transformation is an incredible achievement by any measure. Accordingly, U.S. perceptions of South Korea and its people have also gradually improved.

There is an opposing force at play, however. Whenever news about North Korea dominates the headlines in the United States, this reinforces negative views of Korea as a whole. For example, a total of around 5,000 articles about the Korean Peninsula appeared in the New York Times, Washington Post, and Wall Street Journal between 1992 and 2003. Among articles about South Korea, 41% focused on economic issues. For North Korea, 65% of articles addressed national security and 9% focused on human rights. Taken together, the leading topic of discussion among all articles about the Korean Peninsula was North Korea’s weapons of mass destruction (30%). Needless to say, articles about this subject took on a very negative tone. In this way, the emphasis and tone of U.S. media coverage created a highly unfavorable image of both North Korea and the Korean Peninsula.[5]

North Korea’s Nuclear Weapons and the Human Rights Issue

Since the first North Korean nuclear crisis erupted in 1993, there have been growing concerns in the United States about the security threat posed by North Korea’s weapons of mass destruction—specifically, its nuclear weapons and intercontinental ballistic missiles. Before then, North Korea was simply regarded as the Hermit Kingdom, a poor country run by a dictatorship. It was now seen as a serious threat to the security of the Korean Peninsula and the United States, not just by those in the Beltway, but also among the American public. Lectures and seminars about Korean Peninsula issues often gravitated toward North Korea, not South Korea. U.S. interest in North Korea peaked during the Trump administration, when the leaders of the two countries met for the first time in Singapore in 2018.

Among younger Americans in particular, there is also a great deal of interest in North Korea’s human rights situation. Colleges and universities across the United States have hosted lectures and conferences that address this subject, inviting experts and North Korean escapees to come and speak to students. The North Korean human rights issue has also played a role in strengthening negative perceptions of Korea in the United States. While there has been markedly less interest in North Korea during the Biden administration, North Korea’s nuclear weapons and its human rights record remain key issues of interest for the American public.

Unfortunately, not all attention toward the Korean Peninsula is good attention. The security threat posed by North Korea has given rise to the so-called Korea discount, which is also known as the Korea risk: when foreign investors determine whether to invest in South Korea, they consider its geopolitical situation in addition to economic factors. If North Korea raises tensions in the region by conducting a nuclear test or launching ballistic missiles, the Korea discount worsens. Even though South Korea is not responsible for creating instability, it suffers the consequences.

K-culture as a Global Phenomenon

In recent years, however, a positive force powerful enough to overwhelm the negative effects of the Korea discount has captured the imagination of the American public: the Korean Wave. The fascination with K-pop and K-dramas is no longer confined to specific demographics, such as young women or Asian Americans. Korean culture is a topic of daily conversation not only on college campuses, but also in restaurants, shops, and on the street.

Before there was K-pop or K-dramas, Korean athletes attracted attention in the United States. Park Chan-Ho had an illustrious career in major league baseball, followed by Kim Byung-Hyun and Ryu Hyun-Jin. In women’s golf, Pak Se-Ri paved the way for Park Inbee and Ko Jin-Young. These athletes made positive contributions by expanding American interest in Korea beyond economic and security issues. While there are only a handful of Korean athletes in the MLB and they do not have a large impact on the league as a whole, Korean golfers dominate the rankings in the LPGA. Commentators have quipped that it should be renamed the KLPGA, and there are even grumblings that the prevalence of Korean players could adversely impact the league in terms of ad revenues and TV ratings.

Compared to sports, Korea’s pop music and dramas have seeped into a much wider cross-section of the American public. There are still certain limits in terms of appealing to U.S. mainstream media, but Korean culture is now recognized as a distinctive culture in its own right, not as an imitation of Chinese or Japanese culture. Psy’s “Gangnam Style” took the music scene by storm in 2012, and BTS has swept the Billboard charts on multiple occasions since then. Bong Joon-Ho won best director at the Oscars for “Parasite” in 2020, and Youn Yuh-Jung won best supporting actress for her role in “Minari” the following year. Netflix is flooded with a variety of Korean content, and BTS’s “Dynamite” and the drama “Crash Landing on You” are brought up in day-to-day conversation among many Americans.

As a result, there has been a surge of interest in Korea among students. K-pop–related student groups have popped up in college campuses across the United States. (Stanford is no exception. XTRM, a K-pop dance team that debuted in 2013, has around 30 members.) Amidst an overall decline in enrollments for foreign language classes, Korean has seen a dramatic increase. According to a 2019 report from the Modern Language Association of America, enrollment in Korean language classes at the undergraduate and graduate levels has increased by 95% between 2006 to 2016. This was the most notable growth during this period for foreign languages with an enrollment of at least 1,000.[6]

The Korean Wave arrived at America’s shores long after it had already swept across other regions. It first surged through Japan, China, and Southeast Asian countries in the late 1990s before spreading to Europe and Latin America. Korean films received accolades at the Cannes Film Festival before Bong Joon-Ho and Youn Yuh-Jung were recognized at the Oscars. At this year’s Cannes, Korean cinema was a force to be reckoned with. Park Chan-Wook won best director for “Decision to Leave,” and Song Kang-Ho won best actor for his performance in “Broker.” K-pop and K-dramas are also extremely popular in India, where few would have expected Korean culture to take root. There, interest in learning Korean is growing rapidly, and the Indian government has added Korean to the list of foreign languages that can be taught at secondary schools.[7] Now that Korean culture has planted a flag even in the United States, which exercises cultural hegemony across the world, it would not be an exaggeration to say that Hallyu has become a truly global phenomenon.

In light of the global ascendance of Korean culture, I began to discuss Hallyu as a key subject in my Korean studies classes two years ago. I also witnessed firsthand the considerable power and potential of Korean dramas and movies, many of which I watched on online streaming services during the pandemic. After Pak Se-Ri appeared on the scene, Korean golfers have continued to dominate the LPGA. It is exciting to imagine a future in which the Korean Wave becomes a lasting force that grows and evolves, thereby enhancing Korea’s soft power across the world.

From Asia to the World

I am not an expert in cultural studies, and I am certainly not a specialist in K-pop or K-dramas. Moreover, the success of K-pop and K-dramas cannot necessarily be explained by a single, overarching narrative. As a sociologist, however, my impressions of the global success of Korean culture are as follows.

The main reason behind the widespread popularity of Korean culture across the world is that it transcends the particularities of Korean society. It reflects the zeitgeist and addresses issues of universal concern in a sophisticated and attractive manner. In its early stages, Hallyu resonated with a primarily Asian audience, including those in Japan and China. In its present form, however, K-culture resonates with a global audience. Following the 2007–09 Great Recession, people across the world contended with problems such as extreme inequality, refugee crises, and a hyper-competitive society. Korea’s artists skillfully dissected these issues. “Parasite” provides a compelling portrait of inequality. The powerful narrative of “Squid Game” represents capitalism as a raw life-or-death contest. BTS has long struck a chord with discontented youth who are worn out by ever-increasing competition. In “Paradise,” a song on their third album “Love Yourself: Tear,” which topped the Billboard 200 Chart, BTS declares that “it’s okay to not have a dream.”

Popular culture is at its most powerful when it honestly confronts and examines contemporary issues in a way that is entertaining and elicits empathy. It captures the thoughts, emotions, and sentiments of those in the audience. It portrays a way of life and represents a set of values that feels authentic to them. British bands such as the Beatles, Pink Floyd, Queen, and Coldplay achieved enormous global popularity precisely because their songs spoke to the issues of the day and reflected the atmosphere of the times. The same holds true for French cinema, which dominated the global movie scene from the 1950s to the 1970s. French movies from this era closely examine the role of the individual and the family in a rapidly changing society. It could be too early to tell, but the expanding global reach of Korea’s movies, dramas, and music can perhaps be explained by their ability to encapsulate the zeitgeist of the 21st century.

Another reason behind the success of Hallyu is its effective use of online platforms. Korean movies and dramas were able to swiftly enter the global media market thanks to platforms such as Netflix and Apple TV. It is difficult to imagine “Squid Game” or “Crash Landing on You” becoming incredibly popular in a short span of time without OTT (over-the-top) media platforms. Such platforms are also dominant in the music industry, where CD albums have become largely obsolete. Consumers can purchase songs online or access streaming services. Korea was well-positioned to compete in this global market with its strong IT sector, and Korean artists soon leaped to the top of the Billboard charts. Furthermore, K-pop groups have created fandoms by communicating with fans through social media platforms such as V Live and Instagram Live. K-pop is now expanding its reach into the metaverse, in step with the current era of artificial intelligence.

The third and final reason for K-culture’s popularity is that it captured a niche market by producing unique works that do not neatly conform with the norms of Western liberal democratic societies or authoritarian societies. K-pop artists—idol groups in particular—have achieved success by deftly combining emotionally resonant songs with brilliant, perfectly synchronized choreography. These artists, who undergo rigorous training from a young age and put in countless hours of practice, are capable of stunning group performances. Combining this element with music seized the attention of fans across the globe. Such group performances are difficult to envision among artists in Western societies, and authoritarian countries such as China or North Korea may be capable of mass choreography, but only for political purposes.

In his keynote speech during the 20th anniversary event for Stanford’s Korea Program, Soo-Man Lee, a K-pop pioneer and the founder and chief producer of SM Entertainment, labeled the process of creating such works of art as “culture technology” (CT). According to Lee, SM Entertainment has developed CT, which is a management system that creates and propagates culture in four steps: casting (identifying talent), training, content producing, and marketing. Other entertainment companies in Korea essentially follow the same template. This ecosystem gives rise to a uniquely Korean style of music and art.

BTS Takes a Break: The Challenges Facing Hallyu

Despite its successes, it is unclear if K-pop and K-dramas will be able to achieve lasting global popularity. BTS’s recent announcement of a break from group activities illustrates some of the challenges facing the K-pop industry. These include prolonged and intensive group training, without regard for individual privacy or mental health; South Korea’s compulsory military service for males; and debates about the equitable distribution of K-pop’s massive revenues. In an article about BTS’s break, Nikkei Asia pointed to the prevailing culture of the K-pop industry as the reason why BTS members openly admitted to suffering from burnout. During the announcement, BTS leader RM did not hold back in saying that “the problem with K-pop and the whole idol system is that they don’t give you time to mature [as a person].”[8] There continue to be doubts and debates about whether the CT system pioneered by SM Entertainment, which has been the driving force behind K-pop’s growth, is a sustainable model. Furthermore, it is vital to foster the next generation of industry leaders. Miky Lee of CJ ENM played a pivotal role in the globalization of Korean dramas, and Soo-Man Lee (SM Entertainment), Yang Hyun-Suk (formerly YG Entertainment), Park Jin-Young (JYP Entertainment), and Bang Si-Hyuk (HYBE) represent the first generation of K-pop pioneers. In the decades to come, there will need to be new leaders who can take their place and carry K-culture into the future.

For Hallyu to remain a core element of Korea’s soft power, it is also important for the government to refrain from undue interference in the cultural sector. It can be tempting for officials to invite K-culture stars to government events or feature them in overseas public diplomacy initiatives. For example, the Moon Jae-In administration included the idol group Red Velvet in a delegation of musicians who performed at a concert in Pyongyang in April 2018. The Yoon Suk-Yeol administration also drew criticism for proposing the idea of featuring BTS at its inauguration ceremony this May. Many of Red Velvet’s global fans did not take kindly to seeing their favorite artists take pictures with a dictator. Similarly, ARMY (BTS’s fandom) did not welcome the idea of BTS performing at the inauguration of a president who is widely regarded as an “anti-feminist.” The government must stay away from such political controversies and quietly support Korea’s artists behind the scenes, enabling K-culture to find its place on the global stage. Consider, for instance, how Beijing set up Confucius Institutes in an effort to promote its soft power, only to fan the flames of anti-China sentiment. The current Yoon administration would also do well to recall how its predecessor prematurely sang the praises of “K-disease control” during the pandemic, which some in the international community saw as nothing more than tooting one’s own horn.

At the same time, Korea’s global stars would do well to raise their own voices on global issues. Their growing influence on the world stage entails a greater sense of responsibility. During my class discussions with Stanford students, who are captivated by K-pop, I often hear comments about this issue. One student found it strange that K-pop artists do not speak out against racism, given K-pop’s global stature. Another asked, “Do Korea’s artists know that pro-democracy protestors in Asian countries like Myanmar are singing K-pop songs?” Some also ask the question that motivated this essay: “Is K-pop sustainable?”

One might counter that these students are viewing K-pop through a distinctly American lens. Nonetheless, their comments and questions are deeply relevant to the future of the Korean Wave. K-pop artists must be able to raise their voice not only on global issues like climate change, but also on issues that are at once universal and distinctly Korean, such as North Korean human rights. In this vein, BTS’s visit to the White House in May to speak out against anti-Asian hate crimes was a welcome turn of events. To engage in such advocacy, artists must be well-informed on global issues so that they are able to formulate their own opinions and speak for themselves. As mentioned above, however, it will be important to strictly avoid undue political entanglements on such occasions going forward.

Finally, there is a need to host forums where artists and industry leaders can exchange views with academics and professionals in relevant fields. For the Korean Wave to become a lasting force that enhances Korea’s soft power, there must be opportunities for artists, industry leaders, and academics to put their heads together and hold extensive discussions about the problems facing K-culture and what direction it should take in the future. It will not be enough to only hold fan meetings. If K-pop fizzles out, there will no longer be enough fans left to attend such events. At the 20th anniversary conference for Stanford’s Korea Program, Suho of Exo and Angela Killoren, the CEO of CJ ENM America, directly engaged with professors and students. Even though this was a small first step, it proved to be a highly informative and productive discussion.

Moreover, it is important for those in academia to discuss how best to capture and rigorously analyze subjects of popular interest. Adequate support should be furnished to students who wish to research the Korean Wave, both in terms of research materials and financial resources. Professorships or postdoctoral fellowships dedicated to the Korean Wave could also be considered. The Korea Foundation or the Academy of Korean Studies could play a meaningful role in this regard.[9]

Can Korea Become a Cultural Superpower?

Korea is a major economic and military power in its own right, but it is in a challenging geopolitical neighborhood. It will be difficult for Korea to surpass China or Japan in terms of hard power. China has replaced Japan as Asia’s leading economic power, and Korea continues to suffer from the disadvantage of the Korea discount. Although Korea was immensely successful in being a “fast follower” in its trajectory of economic development, it now faces significant obstacles in its attempts to become a “first mover.” Samsung’s smartphones, for example, have not been able to leapfrog the iPhone.

The story could be different in the realm of culture, however. The Korean Wave, which has unique characteristics and continues to evolve in intriguing directions, could become a first mover on the global cultural scene. As K-pop, K-dramas, and Korean movies become more prominent, Korea’s soft power is rapidly growing as well. There is nothing better than the power of culture in improving a country’s image in the eyes of the world. For example, Sweden is commonly associated with ABBA and the welfare state. The Netherlands is regarded as a land of canals, and the country of Rembrandt and Van Gogh. Hallyu has now given Korea a golden opportunity to change the Korea discount into a Korea premium.

In his autobiography, Kim Gu, a leader of Korea’s independence movement under Japanese colonial rule, wrote about his hopes for Korea:[10]

“I want our country to become the most beautiful country in the world, not the most rich or powerful country in the world. As we have suffered the pain of invasion, I do not want our country to invade others. We only need to be prosperous enough to sustain the livelihoods of our people, and our military only needs to be strong enough to defend against foreign invasions. The only thing I want our country to possess without bounds is the noble strength of culture. The power of culture brings happiness to our lives, and also to the lives of others.”

The Korean Wave has opened the door for Korea to become a cultural superpower, just as Kim Gu yearned for almost a century ago. I eagerly await the day his dream becomes true.

This essay originally appeared in Korean on June 16 in Sindonga (New East Asia), Korea’s oldest monthly magazine (established 1931), as the third in a monthly column, "Shin’s Reflections on Korea." Translated by Raymond Ha. A PDF version of this essay is also available to download.

Interestingly enough, both sides interpret this as a question of representation. Those who emphasize meritocracy argue that allocating seats to account for the representation of minorities makes it difficult to achieve results. On the other side, those who criticize the lack of diversity support a balanced composition in terms of gender and regional background, among other considerations. Such focus on “balance” and “representation” limits the discussion. Let us return to Killoren’s explanation for the astonishing global success of the Korean Wave. The “female gaze” that propelled the Korean Wave was not the outcome of a strict meritocracy, and it did not arise from efforts to achieve balanced representation. It resulted from looking beyond the horizon of male-centered viewpoints to value female perspectives.

A diverse group of individuals brings a diversity of opinions to the table. The true strength of diversity, however, is that it encourages people to think outside the box. When people encounter and evaluate different viewpoints and alternatives, this fosters creative, original thinking that drives innovation. Organizations and institutions can thus enhance their overall performance by building a diverse workforce.

Ensuring the equitable representation of minorities and protecting their rights is, of course, a fundamental democratic value and a vital policy objective. Nevertheless, it is now time to approach the issue of diversity not only in terms of balanced representation, but also as a question of effectiveness and innovation. It is especially important to ensure diversity within entities like the Cabinet, which requires a high level of intellectual capacity and judgment.

South Korea is a patriarchal, “super-networked” society that emphasizes ethnic homogeneity and purity. High value is placed on common alma maters, shared regional backgrounds, and family ties. There is a dire need to enhance appreciation for the value of diversity. The era of industrialization called for a homogeneous workforce capable of producing uniform, standardized products. In this context, diversity could hamper efficiency. The new era of the Fourth Industrial Revolution, built on creativity and innovation, will increasingly require a rather heterogeneous workforce. Diversity should be recognized as an essential virtue that underlies innovation and success. The future belongs to societies and organizations that understand the true value of diversity.

From Representation to Innovation

In the United States, diversity is one of the most important considerations not only in companies’ hiring decisions, but also when colleges and universities hire professors or admit students. Pursuing diversity was once regarded as a means of empowering minority groups by ensuring that they had access and representation. However, it is now commonly understood that an organization’s capabilities and achievements cannot be maximized without diversity. There are many ways to achieve diversity. A range of factors is considered, including race and ethnicity, age, gender, personal background, and past experiences. It is believed that an organization can overcome groupthink and dismantle a rigid internal culture only if it is composed of diverse individuals. Put differently, innovation and success depend on diversity. Schools, companies, and government entities all have a department that is responsible for improving diversity, and there are many organizations that now have a chief diversity officer (CDO) in addition to a CEO and CFO.

This is a relatively recent phenomenon in American history. As a nation of immigrants, the United States initially pursued assimilation. It only recognized English as the official language. This began to change in the 1960s with the civil rights movement and the emergence of feminism. There were calls to protect and empower minorities and vulnerable groups, and these efforts were also institutionalized. Affirmative action is perhaps the most prominent legacy of this era.

In 1961, President John F. Kennedy signed Executive Order 10925, introducing affirmative action for federal contractors. Affirmative action sought to proactively counter discrimination by providing preferential treatment to minorities that were disadvantaged on the basis of “race, creed, color or national origin.”[4] There was an initial emphasis on addressing racial discrimination, but this later expanded to countering discrimination on the basis of sex or disability. In essence, this is similar to practices that are well known in Korea: creating quotas for individuals of particular backgrounds and giving extra points in hiring evaluations or admissions decisions. These practices were most commonly used by companies and universities.

Affirmative action has always been controversial in the United States, with opponents calling for its repeal. Some argue that it fails to solve the problem by creating reverse discrimination, while others claim that it generates new forms of discrimination. The former is raised primarily among white men, while the latter is voiced by Asian Americans. It was charged that high school students who worked hard to achieve high scores were disadvantaged in university admissions because schools applied racial quotas. Although the Supreme Court ruled the use of racial quotas in university admissions to be unconstitutional in the Bakke decision (1978), critics allege that prominent universities still maintain tacit quotas for African and Hispanic American applicants. This fall, the Supreme Court is expected to hear arguments in a case brought mainly by Asian American individuals against Harvard University and the University of North Carolina for the use of “race-conscious” admissions programs.[5]

California, where I have lived for many years, is among the most progressive states in the United States. In 1996, however, it became the first state to vote against affirmative action in a statewide referendum when it passed Proposition 209. I was an assistant professor at UCLA at the time, and I vividly remember many heated discussions and debates about this topic among professors, students, local residents, and civil society organizations.

The controversy surrounding affirmative action in California has persisted. Proposition 16, which sought to repeal Proposition 209, was defeated by a wide margin in November 2020. Even in the United States, there is a fraught conversation about pursuing diversity as a means of achieving equitable minority representation. On the other hand, there is a growing recognition that diversity is essential for organizations to innovate and succeed.

Diversity = Innovation

When I write a course syllabus, I include two components in addition to lecture topics, assignments, and grading policies. First, I pledge to observe the Honor Code, which has a long tradition at Stanford. Under the Honor Code, faculty members do not proctor exams. Second, I vow to “respect diversity.” As a professor, I pledge “my intent that students from all diverse backgrounds, perspectives, and situations be well served by this course,” and I affirm that “the diversity that students bring to this class be viewed as a resource, strength and benefit.” I emphasize diversity as an essential element that enhances students’ learning experience. Accordingly, I “present materials and activities that are respectful of diversity,” which includes “gender, sexuality, disability, age, socioeconomic status, ethnicity, race, religion, political affiliation, culture, and so on.” Faculty members are encouraged to include such language on diversity in their syllabi, although it is not a requirement. Nevertheless, this practice is becoming increasingly widespread among faculty members.

Major U.S. companies such as Google and Microsoft have appointed chief diversity officers (CDOs) and strive to attract employees of diverse races, socioeconomic backgrounds, and gender identities. Diversity tends to be based on inherent components (e.g., sex and race), but it can also be expanded through acquired components, such as studying abroad and gaining other life experiences. These companies seek various ways to improve diversity. They believe that diversity enhances productivity and allows the company to better respond to changes in the external environment. Melonie Parker, Google’s CDO, describes her mission as making “Google more reflective of the world around us.”[6] There is a firm conviction that creativity and innovation arise when individuals with diverse backgrounds and experiences exchange new ideas and perspectives.

“Diversity = Innovation” is not just an article of faith. In the United States, researchers have accumulated a considerable amount of empirical evidence in support of this maxim across a variety of disciplines. Scott E. Page, a professor of complex systems at the University of Michigan, describes in great detail in The Difference (2007) how diversity leads to innovation. According to Page, having a diverse team enables cognitive diversity, which is critical to problem solving. When faced with difficult tasks, cognitive diversity allows the team to perform more capably than the sum of its parts.

In “How Diversity Makes Us Smarter,” Katherine Phillips, the late professor of business management at Columbia University, stresses that diversity makes teams more effective at completing tasks. In diverse teams, individuals are able to consider and evaluate alternatives and novel points of view.[7] If an organization consists only of people with similar educational backgrounds who think in similar ways, it is unlikely that innovative or unique ideas will ever emerge.

At Stanford’s Hasso Plattner Institute of Design, or “the d.school,” which is well known in Korea, diversity is understood as “radical collaboration.” Individuals with different perspectives and experiences collaborate in the classroom and when completing assignments. For instance, a computer science major will work together with a student majoring in the humanities. A prominent example of this way of thought is on display at Stanford’s Institute of Human-Centered Artificial Intelligence, where one co-director has a background in computer science, and the other in philosophy.

According to a 2007 survey by the Society for Human Resource Management, 91% of companies responded that “enhancing the ability of people from different backgrounds to work effectively together” was an “extremely important” outcome of effective diversity management.[8] Catalyst, widely known for its research on the role of women in the workplace, also reported that companies with more women in high-level management positions tend to have transparent management practices and become more profitable through the pursuit of creative business strategies. A 2018 analysis of 1,700 companies by the Boston Consulting Group found that companies with “above-average diversity on their management teams. . . reported innovation revenue that was 19 percentage points higher than that of companies with below-average leadership diversity.”[9]

It is none other than Silicon Valley, the global leader in technological innovation, that best illustrates the relationship between diversity and innovation.

Technology as “a Manifestation of a Culture”

“An iPhone is not a product. It’s a manifestation of a culture.”[10] This statement about the iPhone also perfectly encapsulates the ethos of Silicon Valley as a whole. In April 2015, Prime Minister Shinzo Abe of Japan visited Stanford and hosted a discussion on technological innovation with the CEOs of major U.S. tech companies, including Apple, Google, Yahoo, Twitter, and Microsoft. I was also there and I noticed something fascinating about the discussion. While Prime Minister Abe focused on the technological aspects of innovation, the leaders of Silicon Valley all emphasized its cultural aspects. Without exception, they began from the premise that innovation was rooted in culture, not technology. At the core of that culture is cultural diversity.

It has already been over 20 years since I joined Stanford and became a resident of the Bay Area. Having grown up in Korea, where I was taught to be proud of the homogeneity and unity of the Korean people, what struck me most about living here is a way of thinking that places great value on cultural diversity. Simply put, Silicon Valley was not built only by white men. Talented individuals of diverse backgrounds came together, competing and cooperating in their endeavors as they created today’s technological landscape. Immigrants laid the foundations for many of the companies that were launched in Silicon Valley, including Intel, Yahoo, Tesla, Google, and Twitter. The cultural diversity that permeates this region can be felt not only through these companies, but also in its schools, shops, and restaurants.

When people of diverse backgrounds and experiences come together, they create original ideas and put forth new perspectives. In turn, this catalyzes technological innovation. This ethos is deeply ingrained in Silicon Valley’s business culture. One often hears that “Silicon Valley is 90% culture and 10% technology.” This is in exactly the same vein as the above quote about the iPhone as “a manifestation of a culture.”

Some in Korea may respond that the United States is unique in its status as a nation of immigrants. Israel offers an illustrative counterexample. Although it has a strong national identity like Korea, it has relied on a diverse talent pool to build a “creative economy.” It created an ecosystem to support entrepreneurship in the technology sector, thereby overcoming tremendous economic difficulties to become a “startup nation” that has attracted global attention. In this process, 850,000 immigrants who arrived after the collapse of the Soviet Union played an important role. Over 40% of these immigrants were professors, scientists, and engineers with ample research experience. Israel proactively incorporated these individuals into its economy and society. It is common to hear multiple languages spoken on the streets of Tel Aviv. The startup nation did not arise out of coincidence.

In the era of industrialization, it was vital to have a workforce capable of making standardized products. Diversity could reduce efficiency. Ernest Gellner, a prominent scholar of nationalism, traced the origins of modern nationalism to the economic needs of industrialization. The mass production of standardized goods necessitated a homogeneous workforce, and the most effective way of creating such a workforce was to cultivate citizens who shared a common national identity. From this perspective, South Korea and Japan were able to achieve rapid economic development through industrialization because they were able to easily form a homogeneous workforce. A strong sense of ethnic homogeneity played a critical role in this process.

In the era of the Fourth Industrial Revolution, however, a country cannot become a leader if it has a homogeneous workforce. To be a “first mover” and not just a “fast follower,” having a heterogeneous workforce could prove to be consequential. Korea is the exact opposite. Everyone seeks to receive the same education and build the same résumé in a race to the same finish line. A social and corporate culture that values and enforces conformity surely cannot be a wellspring of creativity and innovation. Given such a culture, companies, organizations, and institutions will inevitably settle for drifting along, simply going through the motions. Korean society must find a new source of vitality. Enhancing diversity to stimulate innovation and change could be the answer.

Beyond Homogeneity and Assimilation

The most conspicuous examples in Korea of a lack of diversity, and the harmful consequences resulting from it, are the culture of Korean academia and the country’s policy toward immigrants.

According to a 2014 analysis, 84.1% of faculty at Seoul National University (SNU) consist of the school’s own alumni. The figures for Yonsei University and Korea University are 73.9% and 58.6%, respectively.[11] A report on hiring practices for full-time faculty members at SNU between 2012 and 2019 reveals that of 93 departments, 28 departments consist entirely of faculty who are SNU alumni. For another 40 departments, the proportion of SNU alumni exceeds 80%. Many Koreans assume that I received my PhD from Stanford, and they are genuinely surprised when I tell them otherwise. This applies to faculty at Stanford as a whole. There are only a handful of professors who have received their degrees on “The Farm.” When I applied for faculty positions, I followed prevailing norms in the United States by excluding the university that I had graduated from.

In this sense, the United States is the complete opposite of Korea. There is strong opposition to so-called academic inbreeding, and schools strictly limit the hiring of alumni. Unless there are special reasons to do so, alumni are typically not appointed as faculty members. If they are considered as candidates, alumni are subject to a more rigorous review during the hiring process. In most universities, the proportion of alumni among faculty does not exceed 20%. It is uncommon to see professors return to their alma mater. Those who do typically return after many years, having gained broad recognition in their field while teaching and researching at other schools. The kind of homogeneity and academic inbreeding that is common in Korea is unthinkable in the United States.

It is widely accepted in the United States that the harms of academic inbreeding far outweigh any potential benefits. There is even a study that finds that alumni have 15% lower research output than other faculty and are 40% less effective at communicating with their colleagues at other institutions.[12] There is now a critical discussion in Korea about the hiring of alumni as faculty, but it is unclear how much has changed in practice. It should be noted that many Korean academics obtain their PhD overseas before returning to their alma mater. Nevertheless, it is questionable just how much creative intellectual activity can take place in a department filled with fellow alumni. A friend who is not an alum of the school at which he teaches once told me that “if I attend, it’s a faculty meeting, and if I don’t, it’s an alumni gathering.”

Another example is the government’s policy of assimilation, which is carried out under the banner of “multiculturalism.” Starting in the 2000s, a significant number of migrant workers and female “marriage migrants” began to arrive from China, Southeast Asia, and South Asia as South Korea was faced with a plummeting birth rate, an aging population, and a shrinking labor force.[13] In response, the Roh Moo-Hyun administration (2003–08) adopted “multiculturalism” as a major policy initiative. It is remarkable that a country such as South Korea, which built its national identity on ethnic homogeneity, accepted the idea of multiculturalism. Unfortunately, however, the policy has been implemented in a way that departs from the true meaning of multiculturalism. Most government programs and policies are geared toward the assimilation of foreigners into Korean culture.

There are few, if any, efforts to improve the understanding of foreign cultures among Koreans. For instance, there are programs to teach the Korean language and Korean history to a marriage migrant from Vietnam. There are even classes that teach her how to make kimchi. On the contrary, insufficient attention is given to enabling her Korean husband and in-laws to understand and respect Vietnam’s history and culture.

Furthermore, Korea’s policy of multiculturalism predominantly focuses on marriage migrants and low-skilled migrant workers. There is a prevailing tendency to address migrants as a socially vulnerable group that needs to be protected. Migrants who receive “protection” and “benefits” from the government become part of an invisible hierarchy that places them below Korean citizens. This has become ingrained to an extent such that “multiculturalism” has become synonymous with “helping the poor” in the minds of many Koreans. Because such policies give rise to an implicit hierarchy between natives and migrants, they are often not well received by the migrant population. These policies can also instigate anti-migrant sentiment among the Korean public, which creates a conflict between Koreans and those belonging to multicultural families.

In a 2018 analysis, the Software Policy and Research Institute projected that Korea would face a deficit of 31,833 workers by 2022 in core sectors of the Fourth Industrial Revolution, including artificial intelligence, big data, cloud computing, and virtual/augmented reality.[14] This is why major Korean conglomerates, including Samsung Electronics and Hyundai Motors, are making a concerted effort to attract foreign talent. From the perspective of foreign workers, however, Korea is not necessarily an appealing destination, given a socioeconomic environment that is still not receptive to diversity. INSEAD ranked Korea 27th out of 134 countries in its 2021 Global Talent Competitiveness Index. In terms of “tolerance of immigrants,” Korea ranked 65th.[15] This is deeply disappointing for a country that now has the 10th largest economy in the world.

Without changes to the socioeconomic environment that immigrants face, it will be nearly impossible for Korea to attract foreign talent. The Ministry of Justice recently announced that it will create a new government agency to oversee immigration issues.[16] However, these institutional measures will not bear fruit until there are efforts to improve public awareness about the importance of ethnic and cultural diversity and how this diversity can spur innovation.

Demolishing Korea’s “Super-Network”

As I noted in Superficial Korea (2017), Korea is a “super-networked” society. According to one analysis, there are at most 3.6 degrees of separation among Koreans. In a country of over 50 million people, it is possible to connect any two individuals by crossing three or four mutual acquaintances. This is precisely what it means to be super-networked. It is no surprise that Koreans rely so heavily on shared regional backgrounds, alumni connections, and family ties. The denser the connections, the more exclusive and insular each of these groups becomes. Put differently, the barrier to entry becomes insurmountable. As the bonds in the in-group become ever stronger based on shared experiences, hostility toward the out-group intensifies. It is difficult to expect these groups to change. A form of exclusive, group-based behavior has thus emerged in an extremely competitive, super-networked society.

For Korea to take a leap forward, it must demolish the walls of its exclusionary super-networks. In its place, Korea must build a new home that opens its doors to talented individuals with diverse backgrounds, perspectives, and experiences. This requires Korea to look at diversity in a new way. Diversity should be understood not just as a means to achieve balanced representation, but even more so as an essential ingredient of innovation and success.

During the election campaign, President Yoon Suk-Yeol’s pledge to abolish the Ministry of Gender Equality and Family became a political football. Ongoing discussions about the role of this ministry should now move beyond the previous question of how to protect women. By enhancing gender diversity, the government could help transform Korean society by unleashing creativity and innovation. Debates and discussions about specific policies should focus on how to achieve this larger goal.

The Moon Jae-In administration failed to innovate because it relied on a super-network of former pro-democracy activists. President Yoon’s Cabinet appointments, which draw heavily from lawyers and former prosecutors, are raising concerns that this administration could repeat its predecessor’s mistakes by relying on a super-network of prosecutors. The Ministry of Justice; Ministry of Unification; Ministry of Land, Infrastructure, and Transport; and Ministry of the Interior and Safety are all led by lawyers who studied in the same university (Seoul National University) and department (Law) as the president. Moreover, the prime minister, presidential chief of staff, and minister of economy and finance (who also serves as the deputy prime minister for the economy) are all civil servants who built their careers in the Ministry of Finance.[17]

In response to criticisms about the lack of diversity among high-level appointments, the Presidential Office insisted that it chose the most qualified and experienced individuals. It may be that these individuals are indeed able to work effectively as a team and draw on their skills to quickly achieve significant results in government policy. However, will this be enough for Korea to innovate and forge a path to success in the rapidly changing environment of the Fourth Industrial Revolution? It would be wise to remember that embracing the female gaze enabled the success of the Korean Wave.

Following an impromptu video shoot of the audience and brief introduction, Dr. Fukuyama turned the time over to FSI Director Michael McFaul, who delivered the keynote remarks to the graduating class.

Dr. McFaul reflected on the unique journey the 2022 class, from beginning with Zoom classes and remote learning to finally reconvening in-person for projects like the Policy Change Studio capstones and events like former president Barack Obama’s visit to FSI in April 2022.

“You all look better in three dimensions compared to two dimensions,” McFaul assured everyone. He went on to share four lessons he hopes will resonate with the newest FSI alumni:

1. Do Something, Don’t Be Something

The first lesson Dr. McFaul imparted to the graduates was to frame their goals and careers in terms of actions, not titles.

“Don’t think of your career as a place to be,” he said. “Think of your career as an action verb. Figure out what you want to do, then fit the jobs, the companies, and future degrees around those action verbs, not the other way around.” He stressed that any particular job title matters much less than a commitment to a mission, a set of values, or clear, concrete policy things you want to do.

2. Embrace both Uncertainty and Rejection

Speaking from his personal experience, Dr. McFaul shared how his first career plan following his DPhil degree from Oxford ended as a complete bust. As a fresh, young academic, he applied to 22 jobs, and was rejected from all of them. But while his immediate plans may have stalled, the rejections gave him a front row seat to the 1990-91 protests in Moscow, the fall of the Soviet Union, and the burgeoning calls for democratic change in Russia, all which altered the course of his academic, professional, and political life.

“From uncertainty can come opportunity, and from setbacks can come second — and dare I say, better  — chances,” he reminded the graduates.

3. Continue to Invest in Connections

McFaul’s third piece of advice was a cautionary story of what not to do. “After my time at Stanford and Oxford, I didn’t invest time in maintaining friendships, and I regret that,” he candidly told the audience.

He stressed that these connections are not only for the purpose of networking and professional development, though those kinds of connections can lead to instrumental things. But more importantly, McFaul advised the students to develop and nurture relationships with fantastic, interesting people for the sake of allowing those connections to enrich and deepen the well-being and richness of their lives.

4. Keep in Touch with Stanford

Looking across the crowd, Dr. McFaul said, “Most of you are second years. Some of you are fifth years. I am a forty-first year student here at Stanford. I really love learning, and there’s no better place to learn than Stanford.”

He urged the graduates to remain active and invested in the community they have been a part of the last two years. “You have access to some of the most talented professors in the world. Use it! Don’t forget about it,” counseled McFaul.

On to the Future

Building on Dr. McFaul’s remarks, Soomin Jun, the student speaker at the diploma ceremony, asked her fellow classmates to look to the future with a determination to stand up for values and rights, and to not lose the compassion and empathy that have bonded them together as a cohort.

“Let’s not forget to humble ourselves and do good for those next to us and in our communities,” she said. Jun continued, “Let’s not forget that we are far more capable of achieving anything beyond anyone’s imagination. Voice up and stand up for your values and ideas.”

As the 2022 class moves on from their time as MIP students at FSI, five will be staying at Stanford to pursue further studies in political science, environment and resources, public policy, and journalism. Others will remain in the greater Bay Area working on technology policy, energy policy, digital privacy, and statistical programming. Others are heading from the West Coast to the East to work in government, international development, and policy analysis, while four of the class members will be continuing their military careers in Texas, Washington State, Kentucky, and Kosovo.

Wherever they’re bound, the Master’s of International Policy Class of 2022 will not soon be forgotten.

“This class is special to me,” Michael McFaul said. “We here at FSI and MIP have tried to lean into you, and you have repeatedly shown that you are a special class and special group of people together at a special time, and we all feel bonded with you.”