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Of course, whether it is using VR for the treatment of vertigo and PTSD, or drawing our attention to unconscious biases like racism, it is possible that VR does have the ability to change our perception of the world around us, that the knowledge we gain from this technology can be transformative. But Plato’s Cave presupposes that those freeing the prisoner from their chains to reveal the true nature of “reality” are altruistic in their intent—that the world being shown the freed prisoners is indeed the truth. It is an allegory that does not allow for the world as it is today, or the pervasive desire to escape it. The continued commercial failure of VR may represent an unconscious resistance to jettisoning our connection to the real. Maybe we are waiting for that blockbuster game to drive mass-market appeal. Perhaps the technology simply is not good enough yet to simulate a truly authentic—and profitable—experience. In this sense we are trapped. We crave authenticity of experience but, despite the efforts of philosophers, authors and auteurs, our imaginations appear limited to what we can individually consume and identify with. While capitalism lumbers on, we cannot see anything but the shadows on the wall.

The typical university is in constant tension between autonomous academic departments, which control curriculum and faculty hiring and promotion, and a strong president, who controls funding and is responsible only to the lay board of directors who own the place. Also thrown into the mix are a jumble of independent institutes, research centers and academic programs that have emerged in response to a variety of funding opportunities and faculty initiatives. The resulting institution is a hustler’s paradise, driven by a wide array of entrepreneurial actors: faculty trying to pursue intellectual interests and forge a career; administrators trying to protect and enrich the larger enterprise; and donors and students who want to draw on the university’s rich resources and capitalize on association with its stellar brand. These actors are feverishly pursuing their own interests within the framework of the university, which lures them with incentives, draws strength from their complex interactions and then passes these benefits on to society.

The biggest problem facing the American system of higher education today is how to deal with its own success. In the 19th century, very few people attended college, so the system was not much in the public spotlight. Burgeoning enrollments in the 20th century put the system center stage, especially when it became the expectation that most people should graduate from some sort of college. As higher education moved from being an option to becoming a necessity, it increasingly found itself under the kind of intense scrutiny that has long been directed at American schools.

The danger posed by this accountability pressure is that colleges, like the K-12 schools before them, will come under pressure to narrow their mission to a small number of easily measurable outcomes. Most often the purpose boils down to the efficient delivery of instructional services to students, which will provide them with good jobs and provide society with an expanding economy. This ignores the wide array of social functions that the university serves. It’s a laboratory for working on pressing social problems; a playpen for intellectuals to pursue whatever questions seem interesting; a repository for the knowledge needed to address problems that haven’t yet emerged; a zone of creativity and exploration partially buffered from the realm of necessity; and, yes, a classroom for training future workers. The system’s organizational messiness is central to its social value.