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  • Let’s Get Curious – Teaching in Higher Ed

    Let’s Get Curious – Teaching in Higher Ed

    I’ve been curious about curiosity for a long while now. That foundation made it that much more rewarding for me to see it as the current topic for Harold Jarche’s PKMastery workshop. There’s a vulnerability that comes from allowing ourselves to be curious. Yet what that yearning allows for is unparalleled and well worth the costs.

    Lifelong Learning

    When we are curious, our learning never ends. Getting to work at a university, being invited to speak at many other institutions for higher learning, and having kids who are both in middle school, affords me a never-ending buffet of learning. Sometimes, it can get overwhelming and I need to resort to bookmarking things that seem interesting, but that I may not have time to look to deeply at in the moment. Tagging those bookmarks allow me to uncover resources in the future, when they will be most relevant to something I’m curious about then.

    I like tracking my reading in a service called StoryGraph. Setting a minimum goal for books read in a year helps overcome my natural tendency toward my attention going to RSS headline and short-form reading. Most years, I’m struggling to reach the goal, come December. However, my focus on listening to more audio books has allowed me to already have surpassed my 2025 goal.

    Screenshot of Bonni's StoryGraph currently reading, recently read, and to-be-read book covers

    Healthy Human Relationships

    When we focus on being curious about what others thing and having empathy for them, the possibility for having healthy human relationships emerges. It’s easy to focus on “winning” as the sole pursuit of our interactions with others. However, when our focus is on being right, instead of initially on curiosity, we limit the potential for solutions that are geared toward the common good. Covey writes:

    Next to physical survival, the greatest need of a human being is psychological survival—to be understood, to be affirmed, to be validated, to be appreciated. When you listen with empathy to another person, you give that person psychological air. And after that vital need is met, you can then focus on influencing or problem solving.

    I smiled, as soon as I saw that Jarche had included this beloved clip from Ted Lasso in his writing about curiosity. At this point in the show, Rupert, is “winning” at humiliating his ex-wife (the blonde woman whose expression you can see throughout many of the camera angles during the clip). She doesn’t want to see Ted Lasso also be humiliated by Rupert and is concerned that is exactly what’s about to happen.

    However, curiosity wins the day, as does kindness. Lasso says at one point:

    Don’t mistake my kindness for weakness.

    Curiosity is a powerful aim and one that is infectious. When we resolve to continually fuel our openness and getting better, together, we unleash a powerful problem-solving potential.

    Cultivating Curiosity

    Jarche writes about curiosity and resolve. He describes the need for a “constant dance between bigger groups of ideas and smaller groups of people working together,” and how necessary both cooperation and collaboration are to effective problem solving and creativity.

    In this week’s reading, Jarche reminds us of how needed a human set of skills are today:

    The skills required to live in a world dominated by complex and non-routine work requires — creativity, imagination, empathy, and curiosity.

    He also stresses the unbounded potential for creativity that we posses, when we focus on curiosity:

    While the industrial economy was based on finite resources, a creative economy is not. There is no limit to human creativity. We have to make a new social contract — not based on jobs — but rather enabling a learner’s mindset for life.

    Until next time… And until then: Let’s all stay curious.

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  • Embracing Disruption: Reflections from DisruptED 2025 

    Embracing Disruption: Reflections from DisruptED 2025 

    Two weeks ago, I had the privilege of gathering with higher ed leaders from across the country for our annual Collegis conference, designed to spark candid dialogue about the future of higher education. We were fortunate to bring together leaders from institutions of all types and sizes, recognizing that while their contexts differ, the profound disruption reshaping higher education is affecting them all.  As we heard from industry experts and schools “winning” during these unprecedented times, it was so rewarding to see excitement build around how to not just navigating this disruption but embrace and drive it.   

    We’ve hosted several conferences over the years, but this one felt different. Maybe it was the collective honesty in the room or the mix of optimism and unease we all carried about the future of higher education. Whatever it was, the conversations reminded me how critical it is for our industry to embrace discomfort as a catalyst for progress. 

    In higher education, disruption is often seen as something that happens to us, driven by external forces we have to react to. But our focus this year was on flipping that script. Instead of responding to disruption, we talked about creating it by becoming the catalysts who challenge long-held models and reimagine how to meet the needs of today’s and tomorrow’s students. 

    These conversations also reinforced the value of stepping out of the day-to-day to connect with peers and have the kind of honest, intentional conversations that spark real change.  I felt honored to be amongst a group of leaders so passionate about the need to evolve for one main reason — the student. 

    Rethinking what “ready” really means 

    One thought-provoking statement that stood out to me came from presenter Casey Evans, Chief Operating Officer at ASU EdPlus. She posed: Institutions focus too much on students being college-ready. We need to flip that and ask ourselves, are WE, the college, ready for the students? 

    It’s a simple reframing, but it changes everything. Too often, we measure readiness as a student’s ability to fit into the systems we’ve built. But what if readiness meant our ability to adapt those systems to meet students where they are? 

    I spoke with leaders who are looking to do exactly that — using data, technology, and empathy to design experiences that are more flexible, inclusive, and human. These institutions aren’t lowering standards, they’re reimagining them. They’re asking what it means to be student-ready, not system-bound. 

    The power of deconstruction 

    Another theme that emerged was around innovation. Fixing broken processes isn’t innovation. Reimagining them is. 

    I heard from presidents, provosts, and enrollment leaders who are bravely seeking to dismantle long-standing workflows and rebuild them one step at a time. Not because it’s easy or efficient, but because it’s necessary. 

    That kind of deconstruction takes courage. It means letting go of what feels comfortable and, at times, rebuilding from the ground up with the student experience leading the way. It’s a daunting idea, but real innovation happens when we move past fixing what’s broken and start imagining what’s possible. 

    Leading through ambiguity 

    We also explored what it means to lead in an era that’s unpredictable and accelerating. Technology, policy shifts, and political forces are reshaping higher ed faster than ever, often in ways we can’t control. 

    Change once seemed to follow a pattern. Now it’s fluid — much like unstructured data: constant, complex, and always evolving. Uncertainty isn’t the exception anymore; it’s the environment we operate in. 

    That’s why intuition alone isn’t enough. Leaders need data to anticipate, adapt, and make confident decisions in real time. True leadership today means creating space for curiosity and collaboration, moving forward even when the path isn’t clear, and trusting that progress is built on motion, not perfection. 

    Creating space for humanity 

    Throughout the event, we discussed how technology could better support human connection across the student experience. There’s a real desire to reduce friction in the journey, make data work harder, and give faculty and staff more time to focus on what they do best: connecting, mentoring, and inspiring. 

    That vision resonates deeply with me because it’s exactly what I believe is possible. Technology isn’t a replacement for  human interaction, but it can absolutely enhance it. When designed intentionally and used strategically, it creates space for humanity. It creates space for students to feel seen, for advisors to act sooner, and for institutions to operate with both empathy and precision. 

    This is the kind of transformation higher ed leaders are striving toward, and it’s one we’re excited to help bring to life. 

    Looking ahead 

    As I left DisruptED, I felt both challenged and inspired. Change in higher ed isn’t slowing down. Technology, regulation, and politics are reshaping our world in ways we can’t always control — but how we respond is up to us. 

    There is no new normal. Continuous, unpredictable change is the norm, and with it comes opportunity. With the right data, strategy, and partners, institutions can move from reacting to leading — anticipating what’s next instead of catching up. 

    Change isn’t optional, but progress is. And as this community of leaders continues to show, disruption doesn’t divide us. It pushes us forward when we’re bold enough to lead together. 

    Innovation Starts Here

    Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.

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  • UC Berkeley Scientist Wins Nobel Prize for Chemistry

    UC Berkeley Scientist Wins Nobel Prize for Chemistry

    A chemist from the University of California, Berkeley, was among the trio of scientists awarded the Nobel Prize for Chemistry on Wednesday.

    Omar Yaghi, the Berkeley professor; Susumu Kitagawa from Kyoto University in Japan; and Richard Robson from the University of Melbourne in Australia were recognized for their work since the 1990s to develop a new form of molecular architecture that combines metal ions and carbon-based molecules, according to a release from the Royal Swedish Academy of Sciences, which administers the Nobel Prize.

    The metal-organic frameworks can harvest water or store toxic gases. The release noted that the frameworks “may contribute to solving some of humankind’s greatest challenges.”

    The release says the frameworks are essentially “rooms” because of the large spaces that form in the structure. A Nobel committee member compared it to Hermione Granger’s magical bag in the seventh Harry Potter book, the Associated Press reported. Her small bag eventually contained a tent, books and other provisions. Likewise, the frameworks look small but can hold a lot.

    Since the trio’s discoveries, more than 100,000 metal-organic frameworks have been created, according to a news release from Berkeley.

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  • That Was The Quarter That Was, Summer 2025

    That Was The Quarter That Was, Summer 2025

    Welcome to TWTQTW for June-September. Things were a little slow in July, but with back to school happening in most of the Northern Hemisphere sometime between last August and late September, the stories began pouring in. 

    You might think that “back to school” would deliver up lots of stories about enrolment trends, but you’d mostly be wrong. While few countries are as bad as Canada when it comes to up-to date enrolment data, it’s a rare country that can give you good enrolment information in September. What you tend to get are what I call “mood” pieces looking backwards and forwards on long-term trends: this is particularly true in places like South Korea, where short-term trends are not bad (international students are backfilling domestic losses nicely for the moment) but the long-term looks pretty awful. Taiwan, whose demographic crisis is well known, saw a decline of about 7% in new enrolments, but there were also some shock declines in various parts of the world: Portugal, Denmark, and – most surprisingly – Pakistan

    Another perennial back-to-school story has to do with tuition fees. Lots of stories here. Ghana announced a new “No Fees Stress” policy in which first-year students could get their fees refunded. No doubt it’s a policy which students will enjoy, but this policy seems awfully close in inspiration to New Zealand’s First Year Free policy which famously had no effect whatsoever on access. But, elsewhere, tuition policy seems to be moving in the other direction. In China, rising fees at top universities sparked fears of an access gap and, in Iran, the decision of Islamic Azad University (a sort-of private institution that educates about a quarter of all Iranian youth) to continue raising tuition (partly in response to annual inflation rates now over 40%) has led to widespread dissatisfaction. Finally, tuition rose sharply in Bulgaria after the Higher Education Act was amended to link fees to government spending (i.e. more government spending, more fees). After student protests, the government moved to cut tuition by 25% from its new level, but this still left tuition substantially above where it was the year before.

    On the related issue of Student Aid, three countries stood out. The first was Kazakhstan, where the government increased domestic student grants increased by 61% but also announced a cut in the government’s famous study-abroad scheme which sends high-potential youth to highly-ranked foreign universities. 

    Perhaps the most stunning change occurred in Chile, where two existing student aid programs were replaced by a new system called the Fondo para la Educación Superior (FES), which is arguably unique in the world. The idea is to replace the existing system of student loans with a graduate tax: students who obtain funds through the FES will be required to pay a contribution of 10% of marginal income over about US$515/week for a period of twenty years. In substance, it is a lot like the Yale Tuition Postponement Plan, which has never been replicated at a national level because of the heavy burden placed on high income earners. A team from UCL in London analyzed the plan and suggested that it will be largely self-supporting – but only because high-earning graduates in professional fields will pay in far more than they receive, thus creating a question of potential self-selection out of the program.

    In Colombia, Congress passed a law mandating ICETEX (the country’s student loan agency which mostly services students at private universities) to lower interest rates, offer generous loan forgiveness and adopt an income-contingent repayment system. However, almost simultaneously, the Government of Gustavo Petro actually raised student loan interest rates because it could no longer afford to subsidize them. This story has a ways to run, I think.

    On to the world government cutbacks. In the Netherlands, given the fall of the Schoof government and the call for elections this month, universities might reasonably have expected to avoid trouble in a budget delivered by a caretaker government. Unfortunately, that wasn’t the case: instead, the 2026 imposed significant new cuts on the sector. In Argentina, Congress passed a law that would see higher education spending rise to 1% of GDP (roughly double the current rate). President Milei vetoed the law, but Congress overturned President Milei’s veto. In theory, that means a huge increase in university funding. But given the increasing likelihood of a new economic collapse in Argentina, it’s anyone’s guess how fulfilling this law is going to work out.

    One important debate that keeps popping up in growing higher education systems is the trade-off between quality and quantity with respect to institutions: that is, to focus money on a small number of high-quality institutions or a large number of, well, mediocre ones. Back in August, the Nigerian President, under pressure from the National Assembly to open hundreds of new universities to meet growing demand, announced a seven-year moratorium on the formation of new federal universities (I will eat several articles of clothing if there are no new federal universities before 2032). Conversely, in Peru, a rambunctious Congress passed laws to create 22 new universities in the face of Presidential reluctance to spread funds too thinly. 

    The newson Graduate Outcomes is not very good, particularly in Asia. In South Korea, youth employment rates are lower than they have been in a quarter-century, and the unemployment rate among bachelor’s grads is now higher than for middle-school grads. This is leading many to delay graduation. The situation in Singapore is not quite as serious but is still bad enough to make undergraduates fight for spots in elite “business cubs”. In China, the government was sufficiently worried about the employment prospects of the spring 2025 graduating class that it ordered some unprecedented measures to find them jobs, but while youth employment stayed low (that is, about 14%) at the start of the summer, the rate was back up to 19% by August. Some think these high levels of unemployment are changing Chinese society for good. Over in North America, the situation is not quite as dire, but the sudden inability of computer science graduates to find jobs seems deeply unfair to a generation that was told “just learn how to code”. 

    Withrespect to Research Funding and Policy, the most gobsmacking news came from Switzerland where the federal government decided to slash the budget of the Swiss National Science Foundation (SNSF) by 20%. In Australia, the group handling the Government’s Strategic Examination of Research and Development released six more “issue” papers which, amongst other things, suggested forcing institutions to choose particular areas of specialization in areas of government “priority”, a suggestion which was echoed in the UK both by the new head of UK Research and Innovation and the President of Universities UK.     

    But, of course, in terms of the politicization of research, very little can match the United States. In July, President Trump issued an Executive Order which explicitly handed oversight of research grants at the many agencies which fund extramural research to political appointees who would vet projects to ensure that they were in line with Trump administration priorities. Then, on the 1st of October (technically not Q3, but it’s too big a story to omit), the White House floated the idea of a “compact” with universities, under which institutions would agree to a number of conditions including shutting down departments that “punish, belittle” or “spark violence against conservative ideas” in return for various types of funding. Descriptions of the compact from academics ranged from “rotten” to “extortion”. At the time of writing, none of the nine institutions to which this had initially been floated had given the government an answer.

    And that was the quarter that was.

     

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  • How Trump’s Compact Threatens Higher Ed Funding, Freedom

    How Trump’s Compact Threatens Higher Ed Funding, Freedom

    The nine universities that were sent the Trump administration’s new deal for higher ed are under increasing pressure to reject the compact.

    Multiple major associations representing institutions and faculty have urged them not to sign it. California governor Gavin Newsom has said the University of Southern California and any other university in his state that signs will “instantly” lose billions of state dollars. Faculty groups at the University of Virginia, another institution presented with the compact, overwhelmingly urged university leaders to reject it. A group of progressive student and higher ed worker organizations is circulating a petition that calls on university presidents and boards to “reject the Trump administration’s attempt to cajole universities into compliance through explicit bribery.” 

    So far, the universities at the center of the fight are remaining mostly mum, saying they’ll review the proposal. Some leaders are hinting they have reservations about signing. But other higher ed leaders and observers say that beyond what those institutions do, the nine-page document represents another escalation in the White House’s precedent-shattering crusade to overhaul postsecondary ed—one that could restrict freedoms at colleges across the nation. They expect the compact will likely serve as a blueprint for the administration’s dealings with other colleges.

    “It’s making it really clear that the dominoes are being set up … they’re going to expand this to the rest of higher ed,” said Amy Reid, interim director of PEN America’s Freedom to Learn program.

    A White House official told Inside Higher Ed in an email that “other schools have affirmatively reached out and may be given the opportunity to be part of the initial tranche.” The New York Times cited May Mailman, a White House adviser, as saying the compact could be extended to all institutions.

    The administration has dangled the compact before universities with promises of extra benefits it hasn’t revealed. It’s an evolution in the White House’s quest to upend higher ed using the blunt instrument of federal funding access. The federal government earlier slashed billions of dollars from Harvard and Columbia Universities and other selective institutions to pressure them to change their internal policies and practices.

    But now, the administration has written a boilerplate contract asking colleges to voluntarily agree to overhaul or abolish departments “that purposefully punish, belittle, and even spark violence against conservative ideas,” without further defining what those terms mean. It also asks universities to, among other things, commit to not considering transgender women to be women and to reject foreign applicants “who demonstrate hostility to the United States, its allies, or its values.”

    In addition to a murky promise of additional money, the compact can be read as threatening colleges’ current federal funding. Higher ed groups say those that sign are taking a big gamble. The compact says failure to adhere to the terms of the agreement, which are vague, can lead to a loss of all federal funding. But it’s also unclear whether the universities have the freedom to refuse. A line at the end of the compact’s introduction says, “Institutions of higher education are free to develop models and values other than those below, if the institution elects to forego [sic] federal benefits.”

    The nine institutions sent the Compact for Academic Excellence in Higher Education aren’t necessarily being asked to sign it. The letter sent to the University of Virginia requested “limited, targeted feedback” on the compact by Oct. 20—before the White House sends invitations to finalize language and sign to universities showing “a strong readiness to champion this effort.”

    Lynn Pasquerella, president of the American Association of Colleges and Universities, said many campus leaders worry that, if any institutions do sign the compact, it will start a ripple effect in which other university leaders feel pressured to sign so they don’t lose out on funding.

    Joy Connolly—president of the American Council of Learned Societies, a federation of 81 groups including the American Academy of Arts and Sciences and the American Historical Association—added that with this compact, the White House “is using nine months of intimidation tests to take its divide-and-conquer strategy to the next level.”

    “If one by one institutions give in and sign, hoping to mitigate the damage later, it will set a truly problematic precedent,” Connolly said. “Some of the most powerful and wealthy institutions on the planet will have agreed to subject their faculty and research and teaching to state approval, and academia will be visibly divided into an insider group and an outsider group.”

    Unclear Carrots, Clearer Sticks

    According to the letter to UVA—signed by Mailman, Education Secretary Linda McMahon and Vincent Haley, director of the White House’s Domestic Policy Council—universities that sign will reap “multiple positive benefits … including allowance for increased overhead payments where feasible, substantial and meaningful federal grants, and other federal partnerships.” The White House didn’t provide Inside Higher Ed further information on how much extra money signatories would be able to receive.

    The compact itself makes no mention about the potential financial benefits of signing.

    For this unclear gain, a signatory university would risk all of their federal funding: The compact says “all monies advanced by the U.S. government during the year of any violation shall be returned to the U.S. government.”

    Asked to clarify whether a university that refuses to sign could lose all federal funding, White House spokeswoman Abigail Jackson replied in an email simply that “the Administration does not plan to limit federal funding to schools that sign the compact.”

    Jackson said universities that do sign “would be given [funding] priority when possible as well as invitations to collaborate with the White House. This is an opportunity for collaboration that all institutions of learning should be excited about.” The White House didn’t grant Inside Higher Ed an interview or answer written requests for more information about the compact’s benefits and how some of its requirements should be interpreted.

    Pasquerella, of AAC&U, said the compact is “meant to be vague as a way of fomenting confusion.”

    “Part of the strategy, I believe, of this administration is to engage in overly broad, overly vague language that is confusing so it’s not clear when institutions are complying,” Pasquerella said—a form of jawboning that pressures universities to overcomply. She said the compact’s promise of federal funds for signatories and apparent threat of cuts for those who refuse is “not a real choice.”

    “It is the continued weaponization of federal funding,” she said. The compact isn’t “reforming higher education but dismantling it and replacing it with institutions that have a conservative ideology.” It disadvantages those institutions that are unwilling to relinquish their academic freedom and other freedoms, such as transgender people’s rights, she said.

    Jon Fansmith, senior vice president for government relations at the American Council on Education, expressed concern that institutions that don’t sign could face the same “harassment” Harvard has suffered for refusing the administration’s earlier demands on that university. The administration cut off Harvard’s access to billions of dollars in research funding, placed it on heightened cash monitoring and tried to prevent it from enrolling international students, among other efforts in a growing pressure campaign against the institution.

    “Now they’re essentially saying we’re going to create two classes of institutions,” Fansmith said: those “swearing fealty to the administration” and getting extra benefits, and those that are punished.

    “That’s a massive step in the wrong direction in the history of American higher education,” he said. He said prioritizing less merit-worthy candidates for federal funding just because they signed the compact is “harmful to the goal of getting the best science performed on behalf of the American people.”

    Standing Up

    Fansmith noted the compact’s ideas aren’t necessarily new for the administration, but they would add up to “very specific intrusions into institutional policies.” For instance, the compact would mandate that all “undergraduate applicants take a widely-used standardized test … or program-specific measures of accomplishment.” Signatories must also agree that no more than 15 percent of their undergraduates be in the “Student Visa Exchange Program [sic], and no more than 5 percent shall be from any one country.” (The Student and Exchange Visitor Program, not the Student Visa Exchange Program, collects information on international students.)

    Reid, of PEN America, said, “The administration has gone from picking off individual schools to selecting a group—a group of well-respected universities, but that for different reasons are seen as perhaps likely to comply—and putting everyone on notice that this is coming for everyone.”

    Some of the nine institutions, however, have hinted at reservations about signing. On Friday, Dartmouth College president Sian Leah Beilock noted in a statement that “you have often heard me say that higher education is not perfect and that we can do better. At the same time, we will never compromise our academic freedom and our ability to govern ourselves.”

    On Sunday, University of Pennsylvania president J. Larry Jameson said Penn’s “long-standing partnership with the federal government in both education and research has yielded tremendous benefits for our nation,” but also that “Penn seeks no special consideration.” On Monday evening, University of Virginia Board of Visitors chair Rachel Sheridan and interim president Paul Mahoney wrote in a message to the campus community that “it would be difficult for the University to agree to certain provisions in the Compact.”

    Reid told Inside Higher Ed that “for those of us who are not at those nine targeted institutions, the question is how do we all respond in a way that bolsters the resolve of any institution to stand up.”

    “It is wrong to call this a compact, because there’s nothing mutual about it,” Reid said. “It is a one-sided coercive proposition that has a bow of commonality stuck onto it that it doesn’t deserve. We need to call this what it is, which is an attempt to extort universities, to shut down free expression on campuses, to impose ideological restrictions under another name.”

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  • AAUP, Other Unions Sue Trump Admin Over H-1B Fee

    AAUP, Other Unions Sue Trump Admin Over H-1B Fee

    A slew of unions, including three that represent university faculty and staff, are suing the Trump administration over its proposed $100,000 fee for new H-1B visas, The New York Times reported.

    The plaintiffs, which include the American Association of University Professors, UAW International and UAW Local 481, allege in the lawsuit that numerous researchers and academics will lose their jobs as a result of their institutions not being able to afford the new fee. (An H-1B visa previously cost $2,000 to $5,000.) Universities, along with national labs and nonprofit research institutions, were also exempt from the annual cap on the number of new visas, and it’s unclear whether the new fee will apply to higher ed.

    The New York Times reported that this lawsuit “appears to be the first major challenge to the new fee.”

    The fee, the complaint states, “will result in significant and potentially catastrophic setbacks to research that benefits the American public and ensures the United States remains a leading source of innovation and expertise. For example, the fee will likely result in sharp cutbacks in the employment of highly talented foreign workers and severe setbacks for university research, graduate programs, and clinical care, compounding an anticipated shortfall of 5.3 million skilled workers over the next decade.”

    The lawsuit highlights several specific examples of researchers whose work would be interrupted by this change, including an unnamed plaintiff who studies conditions and diseases that cause blindness.

    “Her departure will set back the crucial research she is conducting, disrupting the lab’s ongoing work and ability to secure future research funding, preventing her department from getting any future funding through her, and potentially delaying the availability of treatment for the conditions that are the focus of her research,” it states.

    The plaintiffs note in the lawsuit that the $100,000 fee “applies even where workers are already lawfully present in the United States under, for example, a student visa or another immigration status, and are seeking to change to H-1B status.”

    They argue in part that the president does not have the statutory authority to increase the fee for H-1B visas. They are asking the judge to nullify the $100,000 fee and allow H-1B visas to be processed as they were previously.

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  • What Taylor Swift Can Teach Higher Ed About Marketing

    What Taylor Swift Can Teach Higher Ed About Marketing

    Few have mastered the art of anticipation like Taylor Swift. Even before her album The Life of a Showgirl hit the shelves, she had captivated audiences and dominated the conversation. What’s remarkable isn’t just her star power; it’s the deliberate marketing strategies that blend spectacle, authenticity and fan participation. For leaders, marketers and brand builders in any industry, her approach offers a master class in how to create momentum before a product is even released.

    Here are three standout observations from Swift’s launch strategy, along with actionable marketing tips you can put into practice.

    1. Blending High Production With Authentic Self

    Swift’s promotional rollout strikes a delicate balance between dazzling spectacle and grounded vulnerability. She teased the album with cinematic visuals—glittering production sets, stylized promo videos and bold aesthetics—while also poking fun at herself in playful, self-aware moments. She’ll show the sparkle, but also the cat hair on her dress.

    Marketing Tip: Pair your most polished campaigns with candid behind-the-scenes content. Letting your audience see the human side of your work builds trust and relatability, while the high production values set the tone of aspiration. The contrast makes each side stronger.

    Enrollment Marketing Tip: Mix in both staged and spontaneous content. Let your student ambassadors be themselves online and on tours. In your photos and social posts, let your content show some of the laughs, awkward moments and behind-the-scenes interactions.

    1. Using Cryptic Drip Campaigns and Symbolism

    From shifting color palettes to symbolic imagery and cryptic hints, Swift feeds her audience just enough to keep them speculating. Fans become detectives, dissecting every clue and turning the rollout itself into a participatory event. Bringing fans into her music in an intentional way is one of Taylor’s superpowers. Brands and even other industries adopt her motifs (orange, sparkles), amplifying her reach and making the symbols part of the cultural conversation.

    Marketing Tip: Don’t reveal everything at once. Use teaser elements such as colors, tag lines or subtle product hints to spark curiosity and invite your audience to co-create the narrative. Anticipation builds energy and energy drives engagement.

    Enrollment Market Tip: Add interactive content to everything you do, including countdown timers, digital scratch-offs and interactive maps to highlight your campus. Engage your prospective students as participants in the recruitment process.

    1. Extending the Album Into Experiences

    This launch was about more than just music. Swift staged limited theatrical events that mixed performance with commentary, offered exclusive vinyl editions with collectible packaging and framed her announcements as headline-worthy moments (like unveiling details on a podcast). The album is no longer just an album; it’s a multiplatform experience that fans feel they need to participate in.

    Marketing Tip: Think beyond the product itself. Create extensions—events, companion content or limited-edition releases—that transform your core offering into a cultural experience. Scarcity, exclusivity and immersion turn products into movements.

    Enrollment Marketing Tip: For every standard event you hold, there is an opportunity to create a special edition right alongside it. For example, before or after your normal local event or campus tour, hold an “exclusive session” for a certain group. Use your campus events, athletics, engineering or academic competitions to extend for a sneak peek or behind-the-scenes access for prospective students. Additionally, use events in your community, such as performing arts, minor league baseball, or an NFL game outing, to provide a special prospective student event. It does not need to cost much; be creative, test and adjust as you go.

    Taylor Swift’s approach to The Life of a Showgirl is more than entertainment marketing—it’s a blueprint for building anticipation, deepening connection and extending brand impact. By blending high production with authenticity, leveraging symbolism and drip campaigns, and turning her release into an immersive experience, she ensures that the conversation begins long before release day.

    For marketers in any industry, especially higher education, the takeaway is important: Key moments are no longer about flipping a switch on release day. They are about crafting an unfolding story, one that your audience wants to decode, share and experience with you.

    James Rogers is chief executive officer for 3 Enrollment Marketing.

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  • Community College Students Want a Social Life

    Community College Students Want a Social Life

    Belonging is a key predictor in student success; students who are engaged in campus activities and feel they belong to a community within their college are more likely to retain and graduate.

    Recently published data from the educational consulting group EAB shows that first-year students at two-year colleges want help connecting with peers on campus; nearly half reported dissatisfaction with their social lives since starting college. The report outlines ways to create engagement and other priorities for community college students.

    Community college in context: First- to second-year retention is the greatest predictor of completion for students enrolled in a two-year degree program, according to data from the National Student Clearinghouse Research Center.

    Approximately two in five undergraduates are enrolled at a community college, according to 2020–21 data from the U.S. Department of Education. But those students are less likely to complete a degree, in part because 32 percent of first-time, full-time students leave their institution before the second year.

    Community colleges are among the most diverse higher ed institutions, with students more likely to be working adults, parents and first-generation learners compared to their four-year peers.

    The EAB data identifies key trends in first-year community college students’ experiences and how institutions can improve their retention.

    Methodology

    EAB’s survey included responses from over 12,600 first-year college students, including 1,531 enrolled in community colleges. The survey was fielded in February and March 2024.

    The data: When asked to name the most disappointing elements of their college experience so far, students indicated they felt disconnected from the campus community. Forty-two percent of respondents said their social life was a top disappointment, followed by not making friends or meeting new people. An additional 35 percent of students said they felt as though they didn’t belong.

    This mirrors results from a 2025 survey conducted by Inside Higher Ed and Generation Lab, which found that only 20 percent of two-year students rated their sense of social belonging at college as above average or excellent, with the greatest share of respondents indicating they have an average sense of belonging (49 percent). By comparison, 29 percent of four-year students said they had an above average or excellent sense of belonging.

    EAB’s report recommends that two-year colleges create small interventions to support students’ desire for community, including arranging drop-in events, hobby groups or peer mentorship programs. Making clubs easier to join through flexible meeting times or virtual meetings can also accommodate learners’ busy schedules, according to the report.

    One-third of respondents to EAB’s survey said they were disappointed by classes and academics, and one in five students said faculty had disappointed them.

    EAB’s community college survey also found that 32 percent of respondents had experienced bias or exclusion in some capacity since starting college, with the greatest share of respondents saying they faced criticism for their physical appearance or for the high school they attended. The results indicate a need for mechanisms for students to report harassment and connect with mental health supports, according to EAB’s report.

    When asked what a “safe campus” means to them, the greatest share of community college respondents selected sufficient support for mental health and wellness (67 percent) and low or no property crime (67 percent). A similar number indicated that low incidence of sexual assault was key to creating a safe campus environment (66 percent).

    Mental health concerns are one of the top reasons students of all backgrounds leave higher education, but community college students are even more vulnerable because they can be less financially secure or have fewer resources to address poor mental health.

    However, community college counseling centers often have smaller staffs and serve only a fraction of their enrolled students; 2025 data from the Association for University and College Counseling Center Directors found that only 5 percent of all community college students receive support from their counseling center.

    When asked what best represents the value of higher education, successful job placement after graduation was the top choice among community college students (44 percent), followed by availability of scholarships (42 percent). Internships, co-ops and active learning experiences (33 percent) were less important than generous financial aid awards (38 percent) and moderate tuition prices.

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  • Economic Uncertainty Spurred Campus Cuts in September

    Economic Uncertainty Spurred Campus Cuts in September

    Judging from the widespread job and program cuts announced last month, higher education continues to face economic uncertainty on multiple fronts, from declining enrollment to federal funding issues.

    September saw layoffs, program cuts and other budget moves at a mix of institutions. While some of the institutions listed below are regional universities battered by declining enrollment, others are among the nation’s wealthiest; they pointed to federal research funding cuts, soaring endowment taxes and other factors as the impetus for recent cutbacks.

    Here’s a look at cost-cutting measures announced across the higher ed sector last month.

    Washington University in St. Louis

    One of the nation’s wealthiest universities is laying off hundreds of employees.

    WashU chancellor Andrew Martin announced last month that the private university had cut 316 staff positions and closed another 198 vacant roles as part of an effort to restructure or reduce budgets. He wrote that the cuts, which extend to WashU’s Medical Campus, total “more than $52 million in annual savings.”

    The chancellor cited both external and internal pressures.

    “These include the changing needs of our students, emerging technologies, and innovations in teaching and learning,” Martin wrote. “Others come from internal decisions and structures that have, over time, created ineffective processes and redundancies in the way we operate. In addition, we’re still facing significant uncertainty about potentially drastic reductions in federal research funding.”

    Uncertainty over federal research funding looms even as the university has lobbied heavily on Capitol Hill. Among individual institutions, WashU has been one of the top spenders on higher education lobbying this year, pumping $540,000 into those efforts across the first two quarters. (Third-quarter lobbying numbers are not yet available.)

    Despite a $12 billion endowment, WashU follows well-resourced peers, including Johns Hopkins, Northwestern and Stanford Universities, in enacting steep layoffs.

    Brown University

    Squeezed by a budget deficit and reeling from a battle with the Trump administration over allegations of antisemitism that included a temporary federal research funding freeze and ended with the university making concessions, Brown is laying off 48 employees and axing 55 vacant jobs.

    The cost-cutting measure comes after the Ivy League institution in Rhode Island already eliminated “approximately 90 mostly vacant positions” earlier this year, according to an announcement from senior administrators. Following the cuts, Brown is walking back freezes on hiring, travel and discretionary spending.

    Officials announced they plan to monetize “non-strategic real estate holdings” and pause “spending on plans to move the University to net-zero emissions,” among other efforts, including “prioritizing fundraising for current-use gifts that have an immediate positive budgetary impact.”

    Brown is among the nation’s wealthiest universities, with an endowment valued at $7.2 billion.

    University of Oregon

    Grappling with a budget deficit of more than $25 million, the public flagship announced plans to lay off 60 employees and close another 59 vacant positions, The Oregonian reported.

    The move comes after the university cut dozens of jobs earlier this year.

    “Through careful consultation with deans, department heads and the University Senate, we were able to substantially close our budget deficit without eliminating any degree programs,” UO senior officials wrote last month. “And while we are cutting 20 filled career faculty positions and 14 unfilled tenure track faculty positions, we are not eliminating any filled tenure track faculty positions.”

    Berklee College of Music

    College leaders cited “rising costs, a dynamic enrollment environment, and shifting national policies” in announcing the layoffs of 70 employees at the storied music school last month.

    The layoffs reportedly amount to 3 percent of the Berklee College of Music workforce and include employees on campuses in Massachusetts, New York and Spain, according to Boston.com. Of the 70 employees laid off, all were staff members and no faculty jobs were cut.

    Southern Oregon University

    After declaring financial exigency in July, officials finalized a plan at the public university in Ashland to cut $10 million in operating costs over four years, Jefferson Public Radio reported.

    The cuts will reportedly affect 70 faculty and staff jobs, though not all are currently filled. In addition to layoffs and the elimination of vacant jobs, the university also plans to scale back programs by cutting 10 majors—including chemistry and mathematics—and dropping a dozen minors.

    University of Arizona

    The public university in Tucson is cutting 43 jobs after Congress eliminated funding for the Supplemental Nutrition Assistance Program, The Arizona Daily Star reported.

    The program, known as SNAP-Ed for short, was removed from the federal budget earlier this year. Termination of the program cut off about $6 million in annual funds to the university to provide education-related services, faculty members told the newspaper.

    Arizona’s job cuts come as the university recently managed to zero out a $177 million deficit that administrators discovered in late 2023, which prompted sweeping cost-cutting measures.

    University of Louisiana at Lafayette

    The public university eliminated six jobs and closed the Office of Sustainability and Community Engagement last month as it navigates a $25 million deficit, The Acadiana Advocate reported.

    Other offices were restructured.

    The newspaper reported that officials have already identified $15 million in cuts to help close the deficit. Most divisions across the university will be required to reduce operational expenses by 10 percent.

    Cuyahoga Community College

    Following other public institutions in Ohio, CCC is axing 30 associate degree programs in low-enrollment areas, as mandated by Senate Bill 1, which the State Legislature passed earlier this year, Signal Cleveland reported.

    The cuts, announced last month, include a mix of programs ranging from advanced manufacturing to creative arts. Multiple apprenticeship programs are also being shut down.

    East Carolina University

    Officials at the public university in Greenville announced plans last month to cut $25 million from the budget amid declining enrollment and other factors, The Triangle Business Journal reported.

    Belt-tightening measures will be implemented over three years and will include “permanent reductions, academic program optimization, and organizational adjustments,” ECU officials announced last month. Administrators did not specify the number of potential layoffs ahead.

    Yale University

    Increased taxes and federal funding uncertainty are driving cost-cutting measures at the Ivy League university in Connecticut, where officials last month announced retirement incentives to eligible faculty as the university braces for an 8 percent tax on endowment income.

    Yale is one of the few universities with a multibillion-dollar endowment that will feel the tax at its highest level. The increase is a significant jump from the prior endowment tax of 1.4 percent.

    The university is also delaying major construction projects, among other money-saving moves.

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  • Stop Labeling Students “First-Gen” (opinion)

    Stop Labeling Students “First-Gen” (opinion)

    New policy mandates force us to rethink how best to meet what the Boyer 2030 Commission termed “the equity-excellence imperative.” One way to pursue this goal is to consider the role played by first-generation student success initiatives, which continue to enjoy broad public support. In the current climate, higher ed may be forgiven a rush to establish centers or initiatives for first-generation student success, as many colleges and universities already have. But before we get to raising funds and creating logos, let’s pause and consider new ways to think about and organize such efforts to best meet the moment.

    To put it bluntly, what business is it of ours, or anyone’s, what a student’s parents’ educational attainment happens to be? The usual answer is that we inquire because we aim to foster upward social mobility, and because we know from research that students who are the first in their families to attend college do not succeed at the same cohort rates as so-called continuing-generation students. But I emphasize cohort rates because we are not talking about a group, defined by self-awareness and interaction, but indeed a cohort, defined by impersonal and ill-defined criteria. At the level of individuals and families, first-gen discourse presumes deficits, is intrusive and can be off-putting and condescending.

    Neither of your parents (you have two, right?) earned a bachelor’s degree?

    I’d venture that most who work with first-gen students would agree that there are enduring questions about how best to define who is and is not first-generation using one of several plausible definitions. And even after four decades of promotion, I think it’s fair to say that few students arrive on campus as self-conscious “first-gens,” however defined.

    Some imagine that they qualify if they are the first of their siblings to attend college. Others wonder, understandably, if a parent’s associate degree or years of college attendance not resulting in degree attainment substitutes for an earned bachelor’s degree. A few may even think, erroneously, that they qualify if they are the first in their family to attend a particular institution.

    And then there are the overriding problems of stigma and stereotype threat. Efforts to dispel negative connotations and instill pride notwithstanding—First!—most people can smell a rat when in the presence of Rodentia. While some minoritized students may find it a useful alternative to other, more vexing labels, many students wrestle with it, as they might with any label, especially in the absence of a related scholarship or other inducement. I used to regularly tell first-gens that the land-grant university to which they had matriculated was theirs, that it was made for them and that it was nice of them to let others use it, too. But such tricks of the trade are needed only because the reality, often stark, is so contrary.

    Instead of fighting a Sisyphean battle tainted by class bias, I suggest that we acknowledge that first-gen discourse defines students by a characteristic that is out of their control and that the label is troubling when applied to individual students. Consider that we have more control over almost every other way of identifying ourselves, including our gender and sexuality! Parents, guardians and other parental authorities are as close to a given as it gets, and to define one by a given is reductionist and objectifying.

    To help underscore the stakes involved, consider this thought experiment. What if we labeled students whose parents possess earned doctorates as “dockies” and awarded them membership in the honors program? Most would recoil at even the thought of it. We assume that dockies are privileged or at least not in need of privileged access to scarce resources. We imagine them as possessed of abundant social and cultural capital and a healthy amount of regular old capital, too. Why actively reproduce privilege?

    But let us immediately observe that such assumptions are just as potentially ill-founded for individual dockies as they are for individual first-gens. Ask a Ph.D.-holding parent of a neurodiverse child, of a drug-addicted child, a child with disabilities, a child prone to perfectionism, a child of mild ambition and so forth, and they are apt to share an earful. And let us acknowledge that dockies are often given access to scarce resources such as merit-based scholarships and extra help via supportive honors programs, and for legitimate reasons. For one, these students earn such considerations by virtue of their academic achievement. They also may need them to fulfill their considerable potential.

    The key distinction, then, is between how we relate to students as individuals and what we do to make our institutional practices and campus cultures accessible and just. But before saying more about that, I acknowledge that there is an entrenched cultural assumption in play. We hold that individuals are infinitely complex and of universal value, each unique and sacred. (I mean this exactly and empirically; no rhetorical flourish or exaggeration is involved.) Individual students are not, in this view, bearers of three or four defining categories, nor should we treat them as representatives of groups. That is called stereotypical thinking, and it leads to tokenism, and neither stereotypical thinking nor tokenism have ever been good things. Students have multiple identities, as we all do, and we should not presume which of them are most salient or assume that they are immutable or invariant.

    When, however, we turn attention to institutional and cultural realities—particularly to our college and university’s policies and practices, to campus values, norms and built environment and so forth—then, yes, by all means, dust off social science and humanities textbooks and deploy concepts, data and pertinent humanistic discourses that are needed to make sense of systems, contested histories, shared meanings and the like. Here is where centers for first-generation student success have their rightful place, as hubs for institutional reform, designed to bring into existence a higher education that meets students where they are, as we say.

    First-gen centers might support research into how students experience college life and in other ways help faculty, staff, administrators and graduate students working with undergraduate students to better understand and interact with them. (Three cheers for faculty meals in residence halls!) First-gen centers might facilitate integration of high-impact practices into curricula, rendering these no-longer-nice-to-haves affordable and accessible, and help banish class biases as revealed in diffuse condescension by the college-educated and well-heeled with respect to those thus othered and belittled. Let us put an end to arcane language used for the latent purpose of policing class distinctions and eliminate barriers of entry to STEM majors, which track already underresourced students into lower-paying professions, however otherwise socially vital and personally fulfilling.

    Colleges and universities cannot meet their missions in a democratic society unless they are shorn of institutionalized discrimination rooted in white supremacy, patriarchy, what the poet Adrienne Rich called “compulsory heterosexuality,” ableism, ageism, as well as discrimination against veterans and active-duty armed service members, students whose home countries are not the United States or for whom English is not their first language, students from rural communities, students from urban communities, students from tribal communities, students from foster homes, students who are first-gen as well as students who identify with one or more of the above and then some. Our to-do list is long and varied.

    First-gen discourse is, like most student success discourse, best suited for use by administrators. It is not usually the language of educators, nor should we foist it upon students themselves. To best aid students who are the first in their families to attend college, make higher education affordable, campuses welcoming, curricula efficient and effective. Facilitate transfer student success via inter-institutional peer tutoring, and in myriad similar ways remove the fences surrounding the ol’ ball field in the DEI social imaginary. Higher education may then serve the people, one individual at a time.

    Steven P. Dandaneau is an associate professor of sociology at Colorado State University. He is a former advisory board member for the Center for First-Generation Student Success, an initiative of NASPA: Student Affairs Administrators in Higher Education and the Suder Foundation, and was recognized as a First Scholars First Generation Champion in 2018.

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