Tag: Deepen

  • Using generative tools to deepen, not replace, human connection in schools

    Using generative tools to deepen, not replace, human connection in schools

    Key points:

    For the last two years, conversations about AI in education have tended to fall into two camps: excitement about efficiency or fear of replacement. Teachers worry they’ll lose authenticity. Leaders worry about academic integrity. And across the country, schools are trying to make sense of a technology that feels both promising and overwhelming.

    But there’s a quieter, more human-centered opportunity emerging–one that rarely makes the headlines: AI can actually strengthen empathy and improve the quality of our interactions with students and staff.

    Not by automating relationships, but by helping us become more reflective, intentional, and attuned to the people we serve.

    As a middle school assistant principal and a higher education instructor, I’ve found that AI is most valuable not as a productivity tool, but as a perspective-taking tool. When used thoughtfully, it supports the emotional labor of teaching and leadership–the part of our work that cannot be automated.

    From efficiency to empathy

    Schools do not thrive because we write faster emails or generate quicker lesson plans. They thrive because students feel known. Teachers feel supported. Families feel included.

    AI can assist with the operational tasks, but the real potential lies in the way it can help us:

    • Reflect on tone before hitting “send” on a difficult email
    • Understand how a message may land for someone under stress
    • Role-play sensitive conversations with students or staff
    • Anticipate barriers that multilingual families might face
    • Rehearse a restorative response rather than reacting in the moment

    These are human actions–ones that require situational awareness and empathy. AI can’t perform them for us, but it can help us practice and prepare for them.

    A middle school use case: Preparing for the hard conversations

    Middle school is an emotional ecosystem. Students are forming identity, navigating social pressures, and learning how to advocate for themselves. Staff are juggling instructional demands while building trust with young adolescents whose needs shift by the week.

    Some days, the work feels like equal parts counselor, coach, and crisis navigator.

    One of the ways I’ve leveraged AI is by simulating difficult conversations before they happen. For example:

    • A student is anxious about returning to class after an incident
    • A teacher feels unsupported and frustrated
    • A family is confused about a schedule change or intervention plan

    By giving the AI a brief description and asking it to take on the perspective of the other person, I can rehearse responses that center calm, clarity, and compassion.

    This has made me more intentional in real interactions–I’m less reactive, more prepared, and more attuned to the emotions beneath the surface.

    Empathy improves when we get to “practice” it.

    Supporting newcomers and multilingual learners

    Schools like mine welcome dozens of newcomers each year, many with interrupted formal education. They bring extraordinary resilience–and significant emotional and linguistic needs.

    AI tools can support staff in ways that deepen connection, not diminish it:

    • Drafting bilingual communication with a softer, more culturally responsive tone
    • Helping teachers anticipate trauma triggers based on student histories
    • Rewriting classroom expectations in family-friendly language
    • Generating gentle scripts for welcoming a student experiencing culture shock

    The technology is not a substitute for bilingual staff or cultural competence. But it can serve as a bridge–helping educators reach families and students with more warmth, clarity, and accuracy.

    When language becomes more accessible, relationships strengthen.

    AI as a mirror for leadership

    One unexpected benefit of AI is that it acts as a mirror. When I ask it to review the clarity of a communication, or identify potential ambiguities, it often highlights blind spots:

    • “This sentence may sound punitive.”
    • “This may be interpreted as dismissing the student’s perspective.”
    • “Consider acknowledging the parent’s concern earlier in the message.”

    These are the kinds of insights reflective leaders try to surface–but in the rush of a school day, they are easy to miss.

    AI doesn’t remove responsibility; it enhances accountability. It helps us lead with more emotional intelligence, not less.

    What this looks like in teacher practice

    For teachers, AI can support empathy in similarly grounded ways:

    1. Building more inclusive lessons

    Teachers can ask AI to scan a lesson for hidden barriers–assumptions about background knowledge, vocabulary loads, or unclear steps that could frustrate students.

    2. Rewriting directions for struggling learners

    A slight shift in wording can make all the difference for a student with anxiety or processing challenges.

    3. Anticipating misconceptions before they happen

    AI can run through multiple “student responses” so teachers can see where confusion might arise.

    4. Practicing restorative language

    Teachers can try out scripts for responding to behavioral issues in ways that preserve dignity and connection.

    These aren’t shortcuts. They’re tools that elevate the craft.

    Human connection is the point

    The heart of education is human. AI doesn’t change that–in fact, it makes it more obvious.

    When we reduce the cognitive load of planning, we free up space for attunement.
    When we rehearse hard conversations, we show up with more steadiness.
    When we write in more inclusive language, more families feel seen.
    When we reflect on our tone, we build trust.

    The goal isn’t to create AI-enhanced classrooms. It’s to create relationship-centered classrooms where AI quietly supports the skills that matter most: empathy, clarity, and connection.

    Schools don’t need more automation.

    They need more humanity–and AI, used wisely, can help us get there.

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  • Advance HE must deepen our expertise in supporting transformation and change

    Advance HE must deepen our expertise in supporting transformation and change

    The challenges for higher education and research institutions – both in the UK and in many countries across the world – are acute and immediate.

    A combination of funding pressures, changing student demands, the rapid development of AI, international conflict and restrictive visa regimes are necessitating significant change and transformation.

    These tough challenges require all those working in higher education to think differently about how we lead, teach, support students and operate. Yet within these challenges lie opportunities for innovation and positive change.

    I am three months into the role as chief executive of Advance HE. My recent conversations with many of our members have reinforced the need for us to focus on how we can enhance our support for transformation and change.

    Time for a change

    I believe that to be successful, higher education institutions need good leadership; effective governance; they should promote excellence in teaching and learning; and embed equality, promote diversity and inclusion. These are the four key pillars of Advance HE’s work and will continue to be so. However, we cannot stand still. Supporting higher education institutions in this difficult and changing context means that Advance HE needs to change and modernise. Our portfolio, programmes and products need regular review, refreshing and revamping, to remain relevant, to be high value and high impact.

    There has been excellent work led by Universities UK’s transformation and efficiency taskforce, which set out a number of recommendations and challenges for the sector. Advance HE can play an important role in supporting transformation and change both at a sector level and an institutional level. In the context of financial pressures, changing student needs, international uncertainty and digital developments – we need to be an enhancement agency – a trusted partner for higher education and research institutions.

    Supporting enhancement, change and transformation will now be at the heart of what Advance HE does – embedded across our member benefits, our programmes and our consultancy. To help institutions through these challenging times we will apply our expertise, experience and resources to best support enhancement and service improvement, where it is needed.

    Collaborating with partner organisations that are supporting transformation and change will be central to our approach. Blending our expertise in leadership development, educational excellence, equality and inclusion, governance effectiveness with the experience of partners that have different but complementary skills and capabilities.

    Overall, our focus is primarily on people. We can play a role to enhance capabilities at all levels to lead and manage transformation and change – academics, professionals services, governing bodies.

    What we will do

    There are three practical steps I am taking now to strengthen our support for transformation and change:

    Firstly, we have made supporting transformation and change a core part of our membership offer. We are drawing on the areas where we have deep expertise – leadership development, educational excellence, governance effectiveness – to apply our expertise directly to the most pressing issues facing our members.

    For example, the new Educational Excellence Change Academy, a structured virtual six-month programme designed to help higher education staff to lead systemic educational transformation. The programme provides practical support to redesign curriculum to align with workforce needs, reimagine pedagogy to be inclusive, digital, and engaging; and enhancing student support models to strengthen wellbeing and retention.

    Additionally, we have launched the Merger Insights and Roadmap, a new resource for navigating institutional collaboration, partnerships and mergers. Drawing on recent case-studies from successful transformations, it considers early option-testing and due diligence through to culture integration and regulatory engagement.

    Secondly, later this autumn I will announce a new strategic advisory group who will work with our in-house expert to further enhance our support for transformation and change. We will further evolve our membership offer; review our portfolio of products and services; lead new research to share insights; and bring knowledge and learning from other sectors that have delivered significant transformation. We will also recruit new associates with deep and relevant transformation experience to work with our in-house experts.

    Thirdly, we will do more to realise the benefits of Advance HE being a global organisation with an international membership. Our 470 members are from 34 countries – with almost a third of our members outside the UK – in Australia, Ireland, in the Gulf, across Europe, in South-East Asia and beyond. The challenges facing higher education institutions in one part of the world are often mirrored in another. The solutions, approaches and innovations being developed in different contexts can offer fresh perspectives and practical ideas that translate across borders. We will do more to draw on the fact that we have a diverse, global membership to share insights, solutions, and good practice across our membership.

    At a time of significant challenge for higher education and research, institutions are increasingly needing to deliver transformational change in the way they operate. Advance HE is committed to supporting people working in higher education to do this successfully.

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  • ACUE and ACE Deepen Alliance, Marking Nearly a Decade of Transforming Faculty Development and Advancing Excellence in Higher Education

    ACUE and ACE Deepen Alliance, Marking Nearly a Decade of Transforming Faculty Development and Advancing Excellence in Higher Education

    ACE and the Association of College and University Educators (ACUE) have reaffirmed our long-standing collaboration to continue driving transformative change in faculty development and elevate teaching excellence across higher education. For more information about the updates to this nearly decade-long alliance, click here.

    To learn more and register for an Oct. 29 webinar that will feature ACE President Ted Mitchell and ACUE Chairman and CEO Andrew Hermalyn, click here.


    If you have any questions or comments about this blog post, please contact us.

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  • Egypt and Czech Republic to deepen higher education ties

    Egypt and Czech Republic to deepen higher education ties

    Conversations between Egypt and Czech Republic are focused on expanding opportunities for student and faculty mobility, launching joint research initiatives, and creating frameworks for institutional partnerships between universities in both countries.

    Senior officials including Ayman Ashour, Egypt’s minister of higher education and Czech Ambassador to Cairo, Ivan Jukl, gathered at the New Cairo Education Building to discuss deepening educational ties.

    Ashour emphasised the importance of deepening academic and research collaboration between Egyptian and Czech institutions, noting that closer ties would help build human capacity and advance the priorities of both countries.

    “We agreed on the importance of strengthening academic and research collaboration between Egyptian and Czech institutions, fostering knowledge exchange, and creating new opportunities for joint projects in priority fields that serve both nations’ development goals,” commented Ayman Ashour.

    “Together, we will work towards building impactful partnerships that advance innovation, research, scholarships, and sustainable development.”

    Together, we will work towards building impactful partnerships that advance innovation, research, scholarships, and sustainable development.

    Ayman Ashour, minister of higher education,

    In recent years, Egypt has launched new universities, welcomed international branch campuses, and developed dual-degree programs with globally ranked institutions, aiming to attract more students.

    Egyptian universities are increasingly offering programs taught in multiple languages, designed to draw a more diverse pool of international students. This part of the expansion strategy and national development agenda, the minister explained, is Egypt’s ambition to establish itself as a regional hub for higher education, attracting students from across the Arab world, Africa, and the Middle East.

    Jukl, meanwhile, welcomed the developments, stressing the Czech Republic’s commitment to extending its cooperation with Egypt.

    He praised Egypt’s young, dynamic population and its position as a gateway to the African continent, calling these factors a strong foundation for building long-term academic and scientific partnerships.

    For students, the enhanced cooperation could mean greater access to scholarships, exchange placements, and dual-degree opportunities in the coming years. Egyptian students may also see more Czech institutions participating in academic fairs and mobility schemes across the region, opening new pathways to Europe for postgraduate study and research.

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  • Federal Cuts Deepen Tennessee State U’s Budget Woes

    Federal Cuts Deepen Tennessee State U’s Budget Woes

    President Trump’s assault on federal grants is making Tennessee State University’s ongoing financial troubles even worse.

    The Tennessean reported last week that the chronically underfunded historically Black university in Nashville is preparing to lose $14.4 million, the remainder of an $18 million grant it received from the National Institute of Food and Agriculture. It’s one of hundreds of colleges and universities across the country facing financial uncertainty as the Trump administration moves to cut trillions of dollars from the federal budget.

    “This is going to impact our people,” Jim Grady, TSU’s chief financial officer, said at a finance committee meeting Wednesday evening. “We’ll continue to evaluate the volatility … and the potential impact to employees, students and university operations.”

    Grady said nothing would change for at least 90 days after receiving notice of the grant cancellation, and it’s not yet clear how many jobs will be eliminated as a result. And that’s not the only federal grant in question, according to The Tennessean.

    In February, the U.S. Department of Agriculture—which includes the National Institute of Food and Agriculture—canceled $45 million in federal grants to the cash-strapped university, which eliminated 114 positions last fall amid a looming budget shortfall.

    Earlier this month, the USDA restored about $23 million of those grants, though another $115 million could be suspended or frozen. TSU’s federal grants fully fund 62 employees and partially fund another 112.

    In the midst of the financial uncertainty, TSU has suspended its search for a permanent president, WKRN reported.

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