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  • Why Online Learning Teams Should Read “Co-Intelligence”

    Why Online Learning Teams Should Read “Co-Intelligence”

    Co-Intelligence: Living and Working With AI by Ethan Mollick

    Published in April 2024

    How many artificial intelligence and higher education meetings have you attended where much of the time is spent discussing the basics of how generative AI works? At this point in 2025, the biggest challenge for universities to develop an AI strategy is our seeming inability to achieve universal generative AI literacy.

    Given this state of affairs, I’d like to make a modest proposal. From now on, all attendees of any AI higher education–focused conversation, meeting, conference or discussion must first have read Ethan Mollick’s (short) book Co-Intelligence: Living and Working With AI.

    The audiobook version is only four hours and 37 minutes. Think of the productivity gains if we canceled the next five hours of planned AI meetings and booked that time for everyone to sit and listen to Mollick’s book.

    For university people, Co-Intelligence is perfect, as Mollick is both a professor and (crucially) not a computer scientist. As a management professor at Wharton, Mollick is experienced in explaining why technologies matter to people and organizations. His writing on generative AI mirrors how he teaches his students to utilize technology, emphasizing translating knowledge into action.

    In my world of online education, Co-Intelligence serves as an excellent road map to guide our integration of generative AI into daily work. In the past, I would have posted Mollick’s four generative AI principles on the physical walls of the campus offices that learning designers, media educators, marketing and admissions teams, and educational technology professionals once shared. Now that we live on Zoom and are distributed and hybrid—I guess I’ll have to put them on Slack.

    Mollick’s four principles include:

    1. Always Invite AI to the Table

    When it comes to university online learning units (and probably everywhere else), we should experiment with generative AI in everything we do. This experimentation runs from course/program development, curriculum and assessment writing to program outreach and marketing.

    1. Be the Human in the Loop

    While anything written (and very soon, visual and video) should be co-created with generative AI, that content must always be checked, edited and reworked by one of us. Generative AI can accelerate our work but not replace our expertise or contribution.

    1. Treat AI Like a Person (But Tell It What Kind of Person It Is)

    When working with large language models, the key to good prompt writing is context, specificity and revision. The predictive accuracy and effectiveness of generative AI output dramatically improve with the precision of the prompt. You need to tell the AI who it is, who the audience it is writing for is and what tone the generated content should assume.

    1. Assume This Is the Worst AI You Will Ever Use

    Today, we can easily work with AI to create lecture scripts and decks. How long will it take to feed the AI a picture of a subject matter expert and a script and tool to create plausible—and compelling—full video lectures (chunked into short segments with embedded computer-generated formative assessments)? Think of the time and money we will save when AI complements studio-created instructional videos. We are around the corner of AI’s ability to accelerate the work of learning designers and media educators dramatically. Are we preparing for that day?

    How are your online learning teams leveraging generative AI in your work?

    What other books on AI would you recommend for university readers?

    What are you reading?

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  • Accelerated Business Degree Reduces Student Debt

    Accelerated Business Degree Reduces Student Debt

    As more students and parents consider the value of higher education and the cost of a four-year degree, interest has grown in three-year degree opportunities that allow students to complete their education in less time for a lower tuition rate.

    Westminster College in Pennsylvania launched a new Degree in Three program in the School of Business this year, allowing learners to graduate with 125 credits and shave a year off their time in undergraduate education. Additionally, the program pairs with the college’s master of business administration, so learners can complete two degrees in four years if they so choose.

    The background: There were a few catalysts for creating a formal three-year degree program, explains Robert Badowski, Westminster’s school of business chair. First, more students were coming in with credits from high school from AP or dual-enrollment programs, making their degree progress quicker. Second, more students and parents had noted the high cost of education and concerns about student debt.

    A May 2024 Student Voice survey by Inside Higher Ed and Generation Lab found seven in 10 respondents say higher education institutions in general charge too much for an undergraduate education.

    Westminster isn’t the only college facing pressure to get students to graduation sooner: Interest in formalized three-year degree programs has grown in recent years, and more institutions are looking to get in the game, even medical schools.

    At Westminster, the college had helped students shape their own schedules to graduate in three years rather than four, but a curriculum review and restructuring of elective courses has helped make this accessible to all students.

    What’s different: Westminster students can take up to 19 credit hours per semester and be considered full-time, but the business program offered primarily four-credit courses, making it difficult for students to max out their credit load.

    “You could take four classes, but if you took the fifth class, you were paying extra money, and most students don’t want to take on that burden, even if it was cutting off a year,” Badowski explains.

    Many three-year degree programs reduce the total number of credits students have to complete, but Westminster accelerated business students still complete at least 125 credits. To do so, faculty members reimagined their four-credit elective courses to be worth either one or two credits instead.

    Now, instead of engaging in a deep dive into an elective topic, students receive greater breadth in a variety of areas and are able to hit that 19-credit threshold exactly.

    “We had a meeting [with faculty members] as far as which courses made sense to do this with, and we found out in the process that a lot of [content] was stretched out purposefully just to be stretched out,” Badowski says. The process of removing content or packing it into seven or eight weeks, therefore, made more sense in many cases.

    The restructuring of elective courses is something that will benefit all business students, not just those participating in the accelerated degree program, giving them greater flexibility in scheduling.

    BOGO deal: In addition to removing costs associated with attending college, the Degree in Three program allows students to pair their undergraduate and graduate degrees in a four-year timeline.

    “We have a pretty neat deal that if students want to take one of their M.B.A. classes the last semester of their senior year, they can,” Badowski says. “We don’t charge for the M.B.A. course, so that gets them kind of jettisoned into the program.”

    The offering is particularly attractive to student athletes at the college, many of whom want to use all four years of eligibility.

    The price of an M.B.A. at Westminster is also around $10,000, so students spend less for a three-plus-one M.B.A. degree than four years in their undergraduate program, Badowski says.

    What’s next: Administrators are working on creating awareness of the offering among prospective students and particularly parents, who “are going to look at this and hopefully go, ‘I can help my kids save a year of tuition, maybe get them out of college a year faster,’” Badowski says.

    The college doesn’t have specific goals for enrollment, but Badowski would like to see 20 in the first year and consistent growth after that. “I’m hoping that people find it useful for them, [because] they’re still getting the same amount of credits. They’re taking the same classes as everybody else, it’s just faster.”

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  • The importance of reasonable adjustments

    The importance of reasonable adjustments

    The Equality and Human Rights Commission is the regulator for equality and human rights issues. We intervened in the case of The University of Bristol v Dr Robert Abrahart to provide guidance to the court about the Equality Act 2010. The Act has been in force for over 10 years, so the legal duties contained within it are not new. However, we were concerned that there was confusion about how those duties are interpreted in the higher education sector.

    Natasha Abrahart was 20 years old when she took her own life in April 2018. Her lecturers were aware that she was not well, noting that she did seem to have ‘a genuine case of some form of social anxiety’. However, no reasonable adjustments were made to how she was assessed, and she was still expected to attend oral interviews and participate in a group presentation. The University argued that oral communication was a ‘competence standard’, which is specifically excluded from the reasonable adjustments duty under the Equality Act.

    The definition of disability is broad. Under Section 7 and Schedule 1 of the Equality Act, disability is defined as a physical or mental impairment that has a substantial and long-term adverse effect on a person’s ability to complete daily activities. ‘Long-term’ includes likely to last for more than 12 months. Although Natasha Abrahart suffered from a mental illness, physical conditions are also covered by the Act.

    The court found that the University had indirectly discriminated against Natasha, discriminated against her as a consequence of her disability, and failed to make reasonable adjustments for her. The court also gave guidance to the sector, which we have distilled into our Advice Note.

    The duties on universities are set out in law, which has been in force for approaching 15 years. Further, the duties apply to all students (and staff members) whether they attend university for a single term or for the rest of their student career.

    Three of the key takeaways from the judgment relate to knowledge, evidence and competence standards.

    In relation to knowledge, if one member of staff at a university knows about a student’s disability, then the whole university knows, and the duties not to discriminate take effect. So, if a student only tells the most junior administrator about their disability, and that staff member doesn’t pass the information on, the university is nonetheless bound by the Equality Act.

    With regard to evidence, the judge in the Abrahart case said:

    ‘…what a disabled person says and does is evidence. There may be circumstances, such as urgency or the severity of their condition, in which a court will be prepared to conclude that it is sufficient evidence for an educational institution to be required to take action.’

    This makes clear that it is not appropriate for a university to insist that a disabled student provide a doctor’s letter when the student is clearly severely ill. The duty on the university is to act, even where there is no formal medical diagnosis or evidence. There is no reciprocal duty on the student.

    Competence standards are academic, medical or other standards applied for the purpose of determining whether or not a student has reached a particular level of competence or ability. A student has to reach the standard to show that they have attained the necessary level to pass or proceed on their course of studies. However, the way in which a competence standard is measured is still subject to the reasonable adjustments duty, so adjustments must be made to the method of assessment. The court found that the way in which a student’s level of knowledge or understanding, or the way their ability to actually complete the task is measured, is the method of assessment. It said this is rarely, if ever, a competence standard.

    Our Advice Note provides some guidance on steps universities can take to ensure that they are complying with the Equality Act.

    In addition to complying with the law, there are other potential benefits for institutions in taking those steps. These include providing a better student experience by prioritising student welfare, and reducing pressures on staff. It also allows students to gain valuable experience which will benefit them in working alongside disabled colleagues when they enter the workforce.

    However, alongside the benefits to staff and student wellbeing, there are consequences for failing to comply with Equality Act duties.

    Higher education students may complain to the Office of the Independent Adjudicator for Higher Education (OIAHE) in England and Wales, or to the Ombudsman in Scotland and Northern Ireland. Complaints can result in financial redress and recommendations for improvement. The OIA also publishes annual statements setting out each institution’s performance.

    Students may also bring litigation in the County Court under the Equality Act. This is what Dr and Mrs Abrahart did, and it resulted in the payment of considerable damages to them by the University of Bristol, not to mention the additional costs to the University of defending complex litigation. We anticipate that the spotlight currently shining on this issue may well see an increase in these cases. Litigation can also be reputationally damaging.

    There may be issues about breaches of contract where universities fail to make reasonable adjustments when these have been recommended by the Disability Service. From our perspective, the outcome of any such dispute does not detract from a separate and distinct obligation to comply with the Equality Act 2010, which is a distinct cause of action.

    Of interest to the higher education sector, the Equality and Human Rights Commission may take regulatory action if institutions fail to comply with the Equality Act. We have a range of legal powers, including investigating organisations where we suspect a breach of the Act. As an alternative to an investigation, the Commission can enter into agreements and action plans with organisations to achieve compliance with the law.

    We know that there is a great deal of excellent work taking place across the sector. For example, Oxford University is working on incorporating inclusivity into its teaching practices, with the joint benefits of making the environment more welcoming for disabled students and allowing its Disability Service to act as consultants on the most complex cases. The University of Bristol recently updated its regulations, is undertaking staff training, and continues with its programme of improvement to its wellbeing services. And the Open University has completed a mapping exercise to identify the key ‘crunch points’ faced by disabled students in their education journey and is working to embed robust escalation processes to ensure that adjustments are made when needed.

    Reasonable adjustments could help hundreds of thousands of disabled students across the country reach their potential, and we have to make sure those students can access them. We know that the higher education sector is working hard, with limited resources, to address the issue. As Britain’s equality regulator, we will continue to support the sector as universities adapt to meet their legal duties to disabled students.

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  • Graduate Student Insights and Perspectives

    Graduate Student Insights and Perspectives

    Facing challenges in enrollment, retention, or tech integration? Seeking growth in new markets? Our strategic insights pave a clear path for overcoming obstacles and driving success in higher education.

    Unlock the transformative potential within your institution – partner with us to turn today’s roadblocks into tomorrow’s achievements. Let’s chat.

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  • Breaking out of Borgentown – the case for hope in higher education

    Breaking out of Borgentown – the case for hope in higher education

    It started, as so many great conversations do, over coffee.

    On a chilly January day as we swapped tales of small children and shared cultural touchstones, we found ourselves riffing on the Trolls movie (which it turns out we have both seen a painful number of times). In particular, we found ourselves in Borgentown: a drab, grey world of monotony and drudgery, where fleeting joy depends on eating the vibrant, music-loving Trolls.

    There’s an uncomfortable resonance with the current temperature of higher education where we can see the joy and possibility at the heart of education being overshadowed by a grinding sense of the need for survival. The drip-feed of news of more institutions in financial trouble, the dissipation of expectation that the Westminster government would pursue bold action early in its term of office, the existential dread of global geopolitics.

    The sense that the sector desperately needs a fresh vision and plan for the future, combined with unease about whether that vision will ever materialise and where it will materialise from. It’s hardly surprising that even relentless chirpy people like us can sometimes feel a bit…Borgeny.

    Ode to joy

    Mark is an educator and Debbie a policy wonk, but we share the conviction that education should be a joyful act. It is the engineering of possibility, the building of capability, the empowerment of individuals to deliver positive impact in the world. It is an act of creation (and creation by proxy), and any such act is joyous. Done well, policymaking can also be creative and empowering, in the ways it seeks to adjust the conditions for good and desirable outcomes to flourish.

    But the mood in higher education often feels very different. It feels negative and ground down, paralysed, even fatalistic. Educators, long asked to do more with less, feel denied, their good ideas drowned out by demands for managerial efficiency. Meanwhile, leaders are navigating hostile, contradictory, resource-constrained times. The result is a collective energy that’s fraught and disempowered. This is dangerous, because fatalism is a trap.

    Paolo Freire wrote of the ways that fatalism denies people the ability to imagine change. It leaves us believing that what is, is all that ever can be. Education is the opposite of fatalism – it equips us with the power to critically appraise the way things are and to imagine alternatives. Freire said that the primary goal of educators should be to punctuate fatalism with critical hope. And so there is a double tragedy if even educators are deprived of their potential to imagine and enable better futures. Similarly, policymakers at all levels need to take seriously their responsibility to convene, lead, and enable change, lest fatalism set in and undermine the social fabric.

    When we talk to sector colleagues, we see a creeping fatalism that comes with dealing with a proliferation of things that are difficult, not in a stretching or challenging or inspiring way, but in a way that chips away at mental and emotional bandwidth. But we also see lots to get excited about – an underlying energy and continued appetite to engage in imaginative discussion, an empathy for the challenges individuals and teams are facing that is breaking down some of the traditional silos, and a curiosity and openness to finding new ways to solve old problems.

    The higher education sector is going through some tough times. It may not look exactly the same as it does now a decade hence, but it retains an extraordinary capacity to shape its own future. And this is where we think there is scope for some “interdisciplinary” thinking to happen.

    Coming to a website near you

    As Wonkhe’s newest contributing editor, in the months ahead Mark will intentionally explore ideas that seem unachievable on the surface, not to frustrate, but to provoke and to encourage us to see what those ideas tell us about what is possible. We will poke at old orthodoxies – and unsettle some new ones before they sediment fully.

    Are our narratives on how research environments benefit students really compelling (really?)? Is our defensiveness around grade inflation obscuring that classifications are just a really stupid way of signalling talent? And while we’re at that, can assessment be freed from the stranglehold of compliance? Is “belonging” already becoming a hollow buzzword? And what happens if we fully lean into AI rather than mitigating it? We’ll play with the notion of “co-creation” as only currently skimming at the surface of possibility – and explore pedagogy as a device to more authentically deliver civic aspirations.

    In that spirit, we will also have one eye on policy, and the changes that would be needed to policy to help bring new ideas and thinking into being. Imagining different possibilities has to include tackling questions of what concepts like “quality” and “access” mean in the changing higher education landscape, and what they can or ought to mean in the future, what accountabilities and enabling relationships educators, professionals, and institutions should have and how/the extent to which these can be mediated through policy.

    This is not an exercise in naive utopianism, nor is it an attempt to attack the sector. Rather it is an affirmation of the sector’s talent, creativity, and intellectual energy. We want to rally the dreamers, the thinkers, and the doers in education – those who are already innovating, those waiting for permission to dream, and those who believe another world is possible – to prise open the Overton window of what is politically acceptable, and push at the boundaries that various sector sacred cows make appear as if they are set in stone.

    If you share our optimism that there is still plenty of creative energy out there that has yet to be tapped, please bring us your own ideas and imagined futures to contribute to the conversation. As the Borgens learn at the end of Trolls, their potential for joy was inside them all along.

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  • Future-Proofing Your Higher Education Ecosystem ebook

    Future-Proofing Your Higher Education Ecosystem ebook

    Facing challenges in enrollment, retention, or tech integration? Seeking growth in new markets? Our strategic insights pave a clear path for overcoming obstacles and driving success in higher education.

    Unlock the transformative potential within your institution – partner with us to turn today’s roadblocks into tomorrow’s achievements. Let’s chat.

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  • Cybersecurity Landscape 2022 [eBook]

    Cybersecurity Landscape 2022 [eBook]

    Cybersecurity Landscape 2022 Ebook

    The number of cyberattacks on educational institutions has grown faster than in any other sector, according to recent research. While all industries face rapidly growing security challenges, higher education is an especially appealing target for cybercriminals. Why is this?

    Download our Higher Ed Cybersecurity Landscape ebook — and check out our updated edition for 2024 — to understand how and why cybercriminals are focused on colleges and universities, as well as actions your institution can take to prevent attacks and safeguard data.

    In this ebook, you’ll learn:

    • Why colleges and universities are targets for hackers
    • Common types of cyberattacks in higher ed
    • The risks and consequences of security breaches
    • Ways to increase your security and prevent attacks

    Don’t let hackers shut your college down. Fill out the form to download our ebook and get tips to keep your school secure in 2022.

    Download Now

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  • Impact of Technology on Student Retention Report

    Impact of Technology on Student Retention Report

    Facing challenges in enrollment, retention, or tech integration? Seeking growth in new markets? Our strategic insights pave a clear path for overcoming obstacles and driving success in higher education.

    Unlock the transformative potential within your institution – partner with us to turn today’s roadblocks into tomorrow’s achievements. Let’s chat.

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  • Higher Education Cybersecurity Landscape in 2024

    Higher Education Cybersecurity Landscape in 2024

    Facing challenges in enrollment, retention, or tech integration? Seeking growth in new markets? Our strategic insights pave a clear path for overcoming obstacles and driving success in higher education.

    Unlock the transformative potential within your institution – partner with us to turn today’s roadblocks into tomorrow’s achievements. Let’s chat.

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  • Employer Perceptions of Higher Ed Partnerships

    Employer Perceptions of Higher Ed Partnerships

    Facing challenges in enrollment, retention, or tech integration? Seeking growth in new markets? Our strategic insights pave a clear path for overcoming obstacles and driving success in higher education.

    Unlock the transformative potential within your institution – partner with us to turn today’s roadblocks into tomorrow’s achievements. Let’s chat.

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