Tag: Education

  • Funding technology initiatives in uncertain times

    Funding technology initiatives in uncertain times

    Key points:

    Recent policy shifts have caused significant uncertainty in K-12 education funding, especially for technology initiatives. It’s no longer business as usual. Schools can’t rely on the same federal operating funds they’ve traditionally used to purchase technology or support innovation. This unpredictability has pushed school districts to explore creative, nontraditional ways to fund technology initiatives. To succeed, it’s important to understand how to approach these funding opportunities strategically.

    How to find funding

    Despite the challenges, there are still many grants available to support education initiatives and technology projects. Start with an online search using key terms related to your project–for example, “virtual reality,” “virtual field trips,” or “career and technical education.”

    Explore national organizations like the Bill & Melinda Gates Foundation or Project Tomorrow and consider potential local funding sources. Local organizations such as Rotary or Kiwanis clubs can be powerful allies in helping to fund projects. The local library and city or county government may also offer grants or partnership opportunities. Schools should also reach out to locally-headquartered businesses, many of which have community outreach or corporate social responsibility goals that align with supporting local education.

    Colleges and universities are another valuable resource. They may be conducting research that aligns with your school’s technology project. Building relationships with these institutions and organizations can put your school “in the right place at the right time” when new funding opportunities arise.

    Strategies to win the grant

    Once potential funding sources are identified, the next step is crafting a compelling proposal. Consider the following strategies to strengthen your application.

    1. Focus on the “how and why,” not just the “what.” If your school is seeking funds to buy hardware, don’t simply say, “Here’s what we want to buy.” Instead, frame it as, “Here’s how this project will improve student learning and why it matters.” Funders want to see the impact their support will have on outcomes. The more clearly a proposal connects technology to learning gains, the stronger it will be.

    2. Highlight the research. Use evidence to validate your project’s value. For example, if a school plans to purchase virtual reality headsets, cite studies showing that VR improves knowledge retention, engagement, and comprehension compared to traditional instruction. Demonstrating that the technology is research-backed helps funders feel confident in their investment.

    3. Paint a picture. Bring the project to life. Describe what students will experience and how they’ll benefit. For example: “When students put on the headset, they aren’t just reading about ancient civilizations, they’re walking through them.” Vivid descriptions help reviewers visualize the impact and believe in your vision.

    Eight questions to consider when applying for a grant

    Use these guiding questions to sharpen your proposal and ensure a strong foundation for implementation and long-term success.

    1. What is the goal? Clearly define what students will be able to do as a result of the project. Use action-orientated language: “Students will be able to…”
    2. Is the technology effective? Support your proposal with evidence such as whitepapers, case studies, or research that can demonstrate proven impact.
    3. How will the technology impact these specific students? Emphasize what makes your school or district unique, whether it’s serving a rural, urban, or high-poverty community and how this technology addresses those specific needs.
    4. What is the scope of the application? Specify whether the project involves elementary school, secondary school, or a specific subject or program like a STEM lab.
    5. How will success be measured? Too often schools reach the end of a project without a plan to track results. Plan your evaluation from the start. Track key metrics such as attendance, disciplinary data, academic performance, or engagement surveys, both before and after implementation to demonstrate results.
    6. What are your budgetary needs? Include all associated costs, including professional development and substitute coverage for teacher training.
    7. What happens after the grant is over? If you plan to use the technology for multiple years, apply for a multi-year grant rather than assuming future funding will appear. Sustainability is key.
    8. How will success be celebrated and communicated to stakeholders? Share results with the community and stakeholders. Host events recognizing teachers, students, and partners. Invite local media and highlight your funding partners–they’re not just donors, but partners in student success.

    Moving forward with confidence

    Education funding will likely remain uncertain in the years ahead. However, by being intentional about where to look for funds, how to frame proposals, and how to measure and share impact, schools can continue to implement innovative technology initiatives that elevate teaching and learning.

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  • Reading Between the Lines on Compact Responses

    Reading Between the Lines on Compact Responses

    Multiple universities have rejected President Trump’s proposed Compact for Academic Excellence in Higher Education, but they have taken different approaches to turning down the commander in chief. Some have declined pointedly, while others struck a more delicate balancing act.

    To be sure, leaders of the institutions invited to sign the compact have found themselves squeezed by both internal and external forces, under pressure from the federal government to approve the deal and from faculty and other campus constituents to reject it. Both public and private universities have also faced political pressure from state lawmakers, who in some cases urged them to sign and in others have threatened to strip funding if they do.

    Most of the nine universities originally invited to join the compact rejected it on or before the Oct. 20 deadline to provide feedback—well ahead of Nov. 21, the final date for making a decision. Their responses, released to the public, ranged from pointed to demure; in some cases, institutional leaders emphasized their core values in rebutting the proposal, which promised to grant preferential treatment in exchange for freezing tuition, capping international enrollment and suppressing criticism of conservatives, among other demands from the U.S. Department of Education.

    The Road to ‘No’

    Here are links to each institution’s response, in the order in which they were posted publicly:

    Together these statements offer insights into how institutions are responding to an unprecedented demand from the federal government: that they subscribe to President Trump’s culturally conservative vision of higher education in exchange for financial gain.

    Key Themes

    Experts note that while most institutions declined the deal, some statements stood out more than others.

    Brian Rosenberg, president emeritus of Macalester College, highlighted the Massachusetts Institute of Technology’s statement as the clearest rejection. Unlike some of the other responses, it doesn’t promise future engagement on the federal government’s concerns and is a clear, resounding no based on MIT’s principles, he said.

    The first to reject the compact, MIT president Sally Kornbluth highlighted areas of agreement, such as an emphasis on merit in hiring, admissions and more, but she also argued that the proposal was “inconsistent with our core belief that scientific funding should be based on scientific merit alone.”

    Lisa Corrigan, a communications professor at the University of Arkansas and an expert on rhetoric and political communication, flagged the University of Southern California’s statement as a notable response. She pointed out that while USC highlighted its commitment to promoting civil discourse, as many others did, it also emphasized its “commitment to ROTC and veterans.” (Brown and Arizona were the only other institutions to mention veterans in their responses.)

    “I thought USC really did a strong job in articulating exactly what values they are using to guide their decision-making in rejecting the compact,” Corrigan told Inside Higher Ed.

    Erin Hennessy, vice president at TVP Communications, flagged both the Dartmouth and Penn statements as notable for different reasons. With Dartmouth, Hennessy said she was struck by the brevity of the statement, which clocked in at about 230 words. And for Penn, she pointed out that it was the only university that did not share the rejection letter it sent to Education Secretary Linda McMahon along with its public statement. Every other institution that rejected the deal posted both a statement and the letter.

    (Asked for a copy of its response to the Department of Education, Penn declined to provide it.)

    Experts noted a number of other observations from the collective letters and accompanying statements—including how many presidents emphasized merit, which is mentioned in every response except Dartmouth’s. Altogether the word “merit” appears 15 times in the nine published university responses, and “meritocracy” is cited once.

    Hennessy posited that the focus on that specific word is an attempt to “push back on the perception of certain folks in the MAGA sphere that believe any program, or any consideration of race or class or ethnic background, is diametrically in conflict with the concept of merit.”

    Rosenberg suggested that universities are trying to turn the government’s argument against it. By emphasizing merit, universities are seizing on a “logical inconsistency in the position of the federal government,” he said. While the Trump administration is demanding merit in admissions, hiring and other areas, it also has signaled a willingness to provide preferential treatment on federal research funding based not on merit but a willingness to conform to political priorities.

    Many of the responses also mentioned institutional neutrality policies.

    USC, Virginia, Vanderbilt and WashU all cited the concept, though only USC and Virginia submitted clear rejections; WashU sent a mixed message, and Vanderbilt has committed only to offering feedback on the proposal. Dartmouth, which also has an institutional neutrality policy, did not mention it.

    Both Arizona and Virginia used a similar turn of phrase to reject the compact’s promise of preferential status in exchange for signing, with officials writing, “We seek no special treatment” in connection to advancing their missions.

    One word, however, is notably absent among all the responses: Trump. And only Dartmouth referenced political affiliation in its response to the federal government. President Sian Beilock wrote that she did not believe “the involvement of the government through a compact—whether it is a Republican- or Democratic-led White House—is the right way to focus America’s leading colleges and universities on their teaching and research mission.”

    WashU’s Muddled Messaging

    Though Washington University in St. Louis agreed to provide feedback to the federal government, administrators also appeared to tacitly reject the compact proposal. The university’s initial statement on Monday noted concerns about the compact but stopped short of an outright rejection; Chancellor Andrew Martin wrote that providing feedback does not mean “we have endorsed or signed on” to the proposal.

    But in a Tuesday email to faculty members, Martin wrote he “can confirm that we won’t sign the proposed Compact for Academic Excellence in Higher Education … or any document that undermines our mission or our core values.” Martin added WashU will provide feedback, emphasizing the importance of “having our voice at the table for these potentially consequential conversations.”

    WashU, however, has been reluctant to publicly call that a rejection.

    Asked by Inside Higher Ed about the authenticity of the email, first published by another news outlet, and whether it amounts to a rejection, a university spokesperson only confirmed it was official.

    Corrigan suggested that both WashU and Vanderbilt are trying to buy time “to see which universities are going to be in the next round, if any.” She added, “They want the opportunity to return to the conversation when there’s more political cover for them to potentially say no.”

    Institutional Silence

    While most universities invited to join the compact responded publicly by the deadline, both the University of Texas at Austin and the University of Kansas have remained silent on the matter.

    Neither has issued publicly shared feedback or other statements about the compact, though University of Texas system board leadership initially responded positively to the invitation to join.

    “For institutions that haven’t responded publicly yet, the questions I would be asking are, is there division between the president and the board on how to move forward on this? Is there division between the president and the faculty on how to move forward on this?” Hennessy said.

    To her, that silence signals that internal negotiations are likely at play, potentially involving debates over strategy, language and other points. She believes nonresponders are more likely to sign the compact and may be “trying to figure out how to make a yes more palatable” to critics.

    Rosenberg suggests there are likely legal concerns being discussed.

    “Like virtually everything else coming out of the government right now, it’s going to face a legal challenge once someone signs, because the limitations on free speech for members of the community are pretty severe,” he said. “Once someone signs, it’s going to end up in the courts.”

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  • U of Md. Criticized for Charging Turning Point Security Fee

    U of Md. Criticized for Charging Turning Point Security Fee

    Sarah L. Voisin/The Washington Post via Getty Images

    University of Maryland officials are facing backlash for requiring the campus chapter of a conservative student organization to pay what chapter leaders called a “viewpoint discriminatory” security fee for an event on Wednesday, CBS News reported

    While university police staffed the event free of charge, officials required the chapter to hire its own security to conduct entrance screenings. The event, titled Fighting Like Charlie, featured Daily Wire senior editor Cabot Phillips and was held just over a month after Charlie Kirk, the founder of Turning Point USA, was shot and killed during an event at Utah Valley University. 

    “It’s basically saying anybody, if they want to threaten our chapter or threaten us because of our viewpoints and our speech, then the university, in turn, is going to impose financial burdens on us, or else we can’t have our events,” University of Maryland senior Connor Clayton, communications chair for the campus Turning Point USA chapter, told CBS News. “That is a very dangerous precedent to put on a Turning Point chapter.”

    University officials said the fee is routine and that they have required the same of other student organizations that host similar guest speaker events on campus, regardless of the speaker or message. 

    The Leadership Institute, a Virginia-based nonprofit that trains conservative activists and leaders, ultimately paid the fee—which amounted to $148—on behalf of the chapter. The event proceeded as planned, according to posts on the chapter’s Instagram account. 

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  • Black, Latino, International Populations Decline at Harvard

    Black, Latino, International Populations Decline at Harvard

    Joseph Prezioso/AFP/Getty Images

    The share of Black, Latino and international students in this year’s incoming Harvard University class declined from last year’s freshman class, The Washington Post reported.

    Black students made up 12 percent of the Class of 2029, down two percentage points from the previous year; Latino students comprise 11 percent of this year’s incoming class, compared to 16 percent last year. International student enrollment is also down, from 18 percent of last fall’s freshman class to 15 percent this year. Only eight international students deferred their admissions, despite reports that many international students were unable to arrive in the U.S. in time for fall classes due to visa issues.

    Harvard emphasized the incoming class’s geographic diversity, noting that students come from all 50 states and 92 countries. It also said 20 percent of the Class of 2029 are first-generation students.

    The data comes at a time when the Trump administration is attacking colleges for allegedly violating the Supreme Court’s ban on affirmative action by continuing to consider race in admissions—although admissions officials argue this isn’t happening. The administration specifically targeted Harvard earlier this year, ordering the institution to “cease all preferences based on race, color, national origin, or proxies thereof” in favor of “merit-based admissions.”

    Some colleges have stopped publicizing the racial makeup of their incoming classes this year, though it’s unclear if that’s related to the Trump administration’s scrutiny of admissions.

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  • What Did the University of Virginia Agree To?

    What Did the University of Virginia Agree To?

    In agreeing to follow sweeping guidance from the Department of Justice earlier this week, the University of Virginia committed to eliminating all DEI programming and adhering to the Trump administration’s broad interpretation of the Supreme Court’s 2023 decision banning race-conscious admissions policies.

    The nine-page DOJ memo, released in July, also bans the participation of transgender athletes in sports and the use of “ostensibly neutral proxies” for race, like geographic location. It came just three months after a federal court struck down a similar directive from the Department of Education and was viewed by many policy experts as even more wide-reaching and restrictive. The guidance hasn’t yet faced a legal challenge.

    Attorney General Pam Bondi originally wrote in the memo that the provisions outlined were a list of “non-binding suggestions” designed to “minimize the risk of [legal] violations.” But now, at least for UVA, it has become obligatory “so long as that guidance remains in force and to the extent consistent with relevant judicial decisions.” Failure to comply could risk the university’s federal funding.

    Under the agreement, the DOJ says it will temporarily pause all pending civil rights investigations, but if at any point Trump officials determine the flagship institution is making “insufficient progress toward compliance,” the DOJ reserves the right to resume investigation, pursue enforcement actions or terminate federal funding. In the meantime, UVA will be required to provide “relevant information and data” to the agency on a quarterly basis through 2028.

    “So if [UVA] feels confident that they can comply, then this could be a good outcome for the school. The investigations are closed and they don’t admit liability,” said Scott Goldschmidt, a partner and civil rights specialist at the law firm Thompson Coburn LLP. “But if there is any issue, or the government sees otherwise, then all bets are off, and they could be in a worse position than when they signed the agreement.”

    In Goldschmidt’s view, it’s all a part of the DOJ’s effort to encourage colleges to accept “their interpretation of law” without facing a legal challenge.

    “It was nonbinding,” he said of the guidance, “which is, again, why it’s so interesting that UVA seemed to pre-emptively comply with this over the summer and now has turned it into mandatory guidance by this agreement.”

    Starting in April, the DOJ used a series of letters to accuse UVA officials of actively attempting to “defy and evade federal anti-discrimination laws.” By early June, experts say, the assistant attorney general pressured former UVA president James Ryan to resign. Still, in the wake of the Justice Department’s pressure campaign, the institution’s interim president, Paul Mahoney, rejected the Trump administration’s even more sweeping “Compact for Academic Excellence in Higher Education” last week.

    UVA is just the latest institution to cut a deal with the Trump administration, though unlike those previous agreements, the public university won’t have to pay anything. This is also the first agreement to be made that deals primarily with the Justice Department’s guidance and diversity, equity and inclusion rather than alleged mishandling of antisemitism on campus.

    As other colleges and universities face related investigations, this deal could become a new framework for the administration and how it negotiates to bring higher education to heel.

    So, here’s a look at three key aspects of the agreement.

    1. Ending What Trump Calls Segregation and Preferential Treatment

    The July directive set four core standards for the universities and provided a broad but nonexhaustive list of examples for each.

    First, the DOJ requires the university to eliminate any practices in admissions, hiring or programming that Trump deems “preferential treatment” based on race, sex, religion or “other protected characteristics.” This could include identity-based scholarships, affinity groups or support programs; hiring or promotion practices that prioritize one specific group over another; or designating certain spaces on campus for students of a particular identity.

    Then, officials added in the memo that the use of purportedly neutral characteristics, like geographic location and cultural competency, are also prohibited as they can be used as “substitutes” for protected characteristics and are therefore “unlawful proxies.”

    The department cited essay prompts that suggest applicants write about “overcoming obstacles” as an example, despite the fact that the Supreme Court explicitly said in its ruling on affirmative action that college applicants could still write about their experiences with racism, sexism or religious discrimination so long as universities did not use them to re-establish “the regime we hold unlawful today.”

    The memo also lists segregation and training that officials say promotes discrimination as violations of civil rights law, citing as examples race-based training sessions like “Black caucuses” and “white ally meetings” and measures for selecting contracts that prioritize female-owned businesses.

    But what UVA is required to do under the guidance could change depending on court decisions.

    2. Not Infringing Academic Freedom

    In the text of the agreement and various materials distributed by UVA, university officials appear to intentionally reinforce that these restrictions on admissions, hiring and extracurricular programing will not impede the university’s right to academic freedom.

    “The U.S. does not aim to dictate the content of academic speech or curricula, and no provision of this agreement, individually or taken together, shall be construed as giving the United States the authority to dictate the content of academic speech or curricula,” the sixth point of the agreement reads.

    Mahoney’s statement to the UVA committee, as well as a frequently asked questions page on the UVA website, emphasized similar points, saying that no “external monitor” would be involved and that UVA will address any compliance concerns raised by the DOJ independently.

    “Importantly, [the agreement] preserves the academic freedom of our faculty, students, and staff,” Mahoney wrote. “We will also redouble our commitment to … free expression, and the unyielding pursuit of ‘truth, wherever it may lead,’ as Thomas Jefferson put it.”

    This differs from the more recent Compact for Academic Excellence in Higher Education, which would require an institution to restrict employees from expressing political views on behalf of the institution and shut down departments that “punish, belittle” or “spark violence against conservative ideas.”

    3. Pausing Liability but Keeping the University Vulnerable

    The second line of the agreement makes it clear that the document is not “an admission, in whole or in part” and that UVA “expressly denies liability with respect to the subject matter of the investigations.”

    So, as long as UVA complies with the DOJ memo, the investigations will be closed and the university will no longer be at risk of having to pay a multimillion-dollar settlement fee or losing federal financial aid. But Goldschmidt from Thompson Coburn emphasized that such a scenario is “a big if.”

    “If the DOJ at any point finds that UVA did not comply, then everything gets reopened, and all the potential issues, penalties, etc. that could come from a federal civil rights investigation would fall back down on the institution,” he explained.

    And given that the DOJ’s memo is “the most aggressive document that we’ve seen reinterpreting Title VI civil rights laws,” Goldschmidt said, the risk is even greater. So while UVA has already made its decision, he suggested that other universities think it through before they do the same.

    “Schools would really want to think hard and deep about whether there is any wiggle room,” he said, “because the consequences of violating the DOJ’s memo are so strong.”

    Article was updated to reflect a clause in UVA’s agreement that the university is bound by the guidance so long as it remains and consistent with relevant judicial decisions.

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  • Oral Exams and “MTV Unplugged”

    Oral Exams and “MTV Unplugged”

    Oral exams are making a comeback, and I’m mostly here for it.

    A few weeks ago, we had a faculty professional development day on campus. One of the sessions was devoted to faculty greatest hits, defined loosely as teaching techniques that people are proud of and were willing to share with their colleagues. The session was terrific over all, but the one I haven’t been able to stop thinking about was from a professor who decided to fight AI-enabled cheating by giving oral exams.

    For context, the class in which he started using oral exams was conducted over Zoom. That made it particularly difficult to prevent students from accessing unauthorized sources during tests. When the apparent cheating hit a level he hadn’t seen before, he resorted to oral exams to force students to rely only on themselves.

    He reported that the exams took about 15 minutes per student, so with a relatively small class, the logistics weren’t prohibitive. As he told it, it became clear quickly which students had mastered the material and which were just lost.

    Oral exams aren’t exactly a new technology, but they have a new appeal. Readers of a certain generation may remember MTV Unplugged. It was a concert show in which performers had to use only nonelectric instruments. Stripped of synthesizers and Auto-Tune, some musicians thrived and some really struggled. (I remember my roommates and I laughing ourselves silly at Duran Duran’s effort on Unplugged. By contrast, Nirvana’s was so good that the performance came out later as an album.)

    Oral exams are similar; when the student doesn’t have any of the usual crutches, you get a cleaner sense of what they actually know. Now that the illicit crutches are ubiquitous, forcing students to unplug is more useful than ever.

    I’ll admit breaking into a cold sweat at the memory of my own oral exams in grad school, but those were long, high-stakes and conducted by a group. In retrospect, though, part of what made that so difficult was that I’d never had an oral exam up to that point. I hadn’t had any practice. And if I’m being honest, the professors hadn’t had much practice, either. That was a hell of a time to start.

    From the administrative side, I can imagine a few potential concerns with oral exams. I’m hoping that my wise and worldly readers can help.

    The first and most basic one is that most of us don’t have much experience designing oral exams. I’ve never seen a workshop on design principles for orals. (They may exist, but I’ve never seen or heard of one.) To be fair, most of us were never taught how to construct written exams, either, but at least most of us have experience there. In the absence of serious attention to ways to construct oral exams, I’d have a concern about validity.

    The second is about grade appeals. If the exam is lost to history, how does a student reasonably contest a grade? I don’t mean to encourage appeals, but there needs to be some way for a student to press a case when they feel wronged. Presumably the exams could be recorded, but there, too, we’d need serious and enforced rules governing access to the recording and when it would need to be deleted.

    Finally, there’s a basic issue of stage fright. A student freezing up could be clueless, or they could be paralyzed with fear. It would be a shame to fail a student who actually knows their stuff because they got nervous and went into vapor lock. Presumably this issue would fade if oral exams became a lot more common, but the first wave is likely to run into this one repeatedly. Test anxiety is bad enough for written exams; combine it with stage fright and some capable students will struggle.

    Still, none of these strike me as dispositive.

    Wise and worldly readers, have you found ways to ensure that oral exams are well designed? How do you handle recording? And what do you do about student stage fright? I’d love to hear at deandad (at) gmail (dot) com. Thanks!

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  • “The Myth of Political Correctness,” 30 Years Later

    “The Myth of Political Correctness,” 30 Years Later

    On Oct. 24, 1995, Duke University Press published my first book, The Myth of Political Correctness: The Conservative Attack on Higher Education. Looking back 30 years at my book, it can be dispiriting to see how everything today seems the same, only worse. “Political correctness” has been replaced by “woke” as the smear of the moment, but otherwise almost every word of my book could be republished today, with a thousand new examples to buttress every point.

    Sometimes the title of the book confused people who mix up a “myth” with a “lie.” As I noted 10 years ago, “When I called political correctness a ‘myth,’ I was never denying the fact that some leftists are intolerant jerks, and sometimes their appalling calls for censorship are successful. My point was that even though political correctness exists, the ‘myth’ about it was the story that leftists controlled college campuses, imposing their evil whims like a ‘new McCarthyism’ or ‘China during the Cultural Revolution.’ In reality, then and now, the far greater threat to freedom on campus came from those on the right seeking to suppress opposing views.”

    I had been inspired to write the book by Dinesh D’Souza; I reviewed his best-selling 1991 book, Illiberal Education, for my column in the Daily Illini at the University of Illinois at Urbana-Champaign. If D’Souza, a recent college graduate, could publish such a terrible book full of misinformation, then surely I could write a better book. So I did.

    But the publishing market was much more interested in the endless parade of conservatives bemoaning the “PC police” and “tenured radicals” than a refutation of these flawed arguments. My book, which I started to write as a graduate student in the Committee on Social Thought at the University of Chicago (home to Saul Bellow, Allan Bloom and Edward Shils), was rejected by more than 50 publishers before I was able to persuade Stanley Fish (whom I had encountered as the editor of Democratic Culture, the newsletter of Gerald Graff and Gregory Jay’s Teachers for a Democratic Culture) to publish it at Duke. My editor (and now also an Inside Higher Ed columnist) was Rachel Toor, who helped to make some sense of my ideas.

    In the end, my book failed to shift the debate about academic freedom—not because it was wrong or the facts were refuted, but because it was ignored. From my perspective, I was correct about everything and nobody learned anything from me. And I’ve been writing essentially the same thesis, over and over again, in a second book and essays and hundreds of blog posts.

    Looking back at my first book, I think its claims have been proven largely correct over the past three decades (but I might be biased). At the core of the book were the chapters on the “Myth of PC” (examining how many of the leading anecdotes about repression often weren’t accurate) and “Conservative Correctness” (showing the many examples of repression from the right that were ignored by the media and campus critics of PC).

    The remaining chapters also still seem on target: “The Cult of Western Culture” (why multiculturalism isn’t taking over colleges and silencing traditional works, and Shakespeare isn’t being banned); “The Myth of Speech Codes” (colleges have always had speech codes, often worse ones using the arbitrary authority of a dean, and what we need are codes that protect free speech); “The Myth of Sexual Correctness” (sexual assault is a serious problem, and feminists often face suppression); and “The Myth of Reverse Discrimination” (white men are not the victims of campus oppression and the “fairy tale of equal opportunity” is false)

    Michael Hobbes did an excellent episode of You’re Wrong About in 2021 on political correctness that featured some of the ideas from my book. My position, then and now, is more nuanced than Hobbes’s view of PC as a pure right-wing moral panic. The panic was there, but so were real cases of repression—on both the left and the right.

    The cartoonish right-wing belief that colleges had become Maoist institutions of oppression against conservatives prompted too many on the left (and the center) to counter that everything was fine on campus. In truth, free expression has been in serious danger, both against conservatives who were sometimes censored and against leftists who also faced repression. As bad as things seemed in 1995, the repression is far worse today and clearly aimed at the left—and yet the delusions about the PC police on campus are more widespread than ever.

    Even in the face of the worst campus repression in American history, many conservatives continue to recite the old, tired myth of political correctness and leftist control of higher education—a myth repeated so often for so long has become a truth in the minds of many.

    The worst strategic mistake progressives made in the past three decades was to abandon the cause of free speech. Too many leftists believed in the myth of political correctness; they heard the complaints about free speech and accepted the right-wing argument that only conservatives were being silenced and concluded that free speech was a right-wing plot. They imagined that tenured radicals controlled colleges because everybody said so, and so they clung to the delusion that they could support censorship and it wouldn’t be used against them.

    When conservatives demanded free speech on campus, the left should have vigorously agreed and established strong protections for free expression on campus. Instead, they let the right win a propaganda war by pretending to be battling for free speech against the social justice warriors. And they lost the opportunity to make free speech a core principle established in higher education.

    The war on political correctness succeeded because the enemies it targeted were weak, disorganized leftists who were not, in fact, plotting to destroy conservatives. By contrast, today the right wants to demolish higher education like it’s the East Wing of the White House, and it is willing to use its vast power to do that.

    As bad as the skepticism on the left about free speech was, the right’s abandonment of free speech is much worse, both in the degree of rejection and in the impact it has on campuses. It didn’t matter if a leftist argued against free speech because they had essentially no power, on campus or off, to impose their ideas. They had no legislators joining their demands and no donors threatening to turn off the campus money spigot.

    Critics of PC had many advantages on their side: Enormous money poured into building organizations and ideas that built the myth of PC, funding groups like the Federalist Society and the National Association of Scholars, and paying individual authors such as Bloom and D’Souza to write and publicize their books. A new media ecosystem of talk radio and the internet spread the myth of PC. And the war on PC recruited principled liberals and even progressives who objected to the excesses of the left.

    It will be difficult for progressives to build anything similar. Wealthy donors tend to fund conservative groups, or prefer to put their names on fancy campus buildings. Universities are anxious to create free speech centers, but usually only the kind that conservatives support.

    Few conservatives are willing to speak out against the Trump regime. And many centrists and liberals who have spent a generation obsessing about the PC police find it difficult to suddenly turn around and recognize the repression from the right that they’ve been ignoring for decades. A letter condemning the Trump administration’s compact signed by principled conservatives such as Robert George and Keith Whittington is a good start toward building an ideological coalition against right-wing censorship that matches what the right did against the “PC police.”

    Today, we face the worst attack on academic freedom in American history, one that combines the overwhelming external power of state and federal governments, used for the first time to target free speech, and the internal power of a campus bureaucracy devoted to suppressing controversy.

    Unlike political correctness—which often relied upon exaggerated accounts of dubious examples with marginal injustices—there are so many clear-cut cases of terrible repression and extreme violations of due process and academic freedom that it’s difficult for anyone to keep track of them all. The litigation strategy developed by the right of suing every censor is an important step. Telling and retelling the stories of campus censorship today is critical. So is organizing events, on and off campus, about the repression happening today, and challenging those on the right who defend their side’s censorship.

    It’s not easy to find solutions when faced with this extraordinary censorship, with unprecedented dismissals and restrictions on speech. But the right-wing attack on political correctness, now over three decades old, offers liberals and progressives a guidebook for how to do it. Quote their words. Demand their reforms. Agree with them and confront their hypocrisy when they reject every free speech policy they’ve been demanding for the past three decades.

    The myth of political correctness is still alive 30 years later, invoked to deny and justify the repression from the right. Understanding how the culture wars brought us to this point of authoritarianism is essential to leading us toward the goals of academic freedom and free expression on campus.

    John K. Wilson was a 2019–20 fellow with the University of California National Center for Free Speech and Civic Engagement and is the author of eight books, including Patriotic Correctness: Academic Freedom and Its Enemies (Routledge, 2008), and his forthcoming book The Attack on Academia. He can be reached at [email protected], or letters to the editor can be sent to [email protected].

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  • A Study Abroad Life Design Course for Transfers

    A Study Abroad Life Design Course for Transfers

    For many college students, connecting their interests to career and life goals can be a challenge. Transfer students may find it especially difficult because they lack familiarity with the campus resources available to help them make those connections. A course at the University of Minnesota Carlson School of Management aims to help these students chart their path, in part by sending them on an international trip.

    The Design Your Life in a Global Context course encourages transfer students to apply design thinking principles to their college career and beyond and organizes a short study abroad trip led by a faculty member. The experience, mostly paid for by the institution, breaks down barriers to the students’ participation and aims to boost their feelings of belonging at the university.

    The background: Since 2022, all students in the Carlson School of Management undergraduate program have been required to complete an international experience. The goal is to motivate them to be globally competent, to support their development as business leaders and to create collaboration with international colleagues, according to the school’s website.

    Study abroad experiences have been tied to personal and professional development. A recent survey of study abroad alumni by the Forum on Education Abroad found that 42 percent of respondents indicated studying in another country helped them get their first job.

    For U of M’s business school students, these experiences are made possible by funding from the Carlson Family Foundation, which provides scholarships through the Carlson Global Institute and the Learning Abroad Center.

    In addition to Design Your Life in a Global Context, the university offers Design Your Career in Global Context, which sends students on a similar short study abroad experience.

    The framework: Design Your Life in a Global Context meets once a week throughout the fall semester and then culminates in a 10-day trip to Japan, a country instructor Lisa Novak selected because of its unique focus on work-life balance and well-being.

    “If you’re familiar with the concepts of ikigai, it’s all about finding one’s purpose and aligning what you love, what the world needs, what you’re good at and what you can be paid for,” said Novak, director of student engagement and development at the Carlson School. “We’re going to be learning about this concept while we’re abroad.”

    Because transfer students, like first-year students, can face challenges acclimating to their new campus and connecting with peers, the class is designed in part to provide them with resources and instill a sense of belonging within their cohort.

    In addition, the course helps students apply life design principles to their whole lives, modeled after Stanford University’s design thinking framework.

    “Through the class, we equip students with the tools and strategies to design their college and career experience that aligns with their values, interests, strengths, needs and goals,” Novak said.

    Going abroad: During the 10-day trip, students explore Tokyo and Okinawa.

    They visit Gallup’s Tokyo office to learn about the Clifton strengths assessment and the research the organization is doing in Japan. In Okinawa, students learn from residents living in a “blue zone,” an area of the world where people live the longest and have the fewest health complications.

    “We learn about some of the factors that contribute to longevity in that area of the world and then connect that back to designing one’s life and a life of purpose,” Novak said.

    In addition to class content, the trip offers students an opportunity to participate in intercultural learning and experience international travel that may be unfamiliar.

    Before they leave for Japan, Novak and her colleagues from the Carlson Global Institute support students with travel logistics, including securing a passport, creating a packing list and navigating currency exchange.

    “I also bring in different food from the area,” Novak said. “We call it ‘taste of Japan.’ I have different candy or snacks from Japan and they get to experience the culture a little bit in that way and get excited about what we’re doing.”

    Novak also leads guided reflections with students before, during and after the trip to help them make sense of their travels and how the experience could shape their worldview.

    “I just hope that they recognize that the world and business are increasingly global and connected,” Novak said. “Being able to navigate difference and build connections and have conversations with people that are so different than you is a powerful learning experience.”

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  • How Universities Are Responding to Trump’s Compact

    How Universities Are Responding to Trump’s Compact

    In the weeks since Trump officials asked university leaders to give feedback on their plan to ensure that colleges are adhering to the administration’s priorities, several of those leaders and others in higher ed have made clear that the proposal is a nonstarter—at least in its current form.

    So far, leaders at 11 universities have publicly said they won’t sign the current draft of the “Compact for Academic Excellence in Higher Education,” according to an Inside Higher Ed database. Two others have said they are providing feedback. Universities will be added to the map and table below as they make public statements.

    The wide-ranging proposal would require universities to ban consideration of race or sex in hiring and admissions, freeze tuition, commit to not considering transgender women to be women and shut down departments that “punish, belittle” or “spark violence against conservative ideas,” among other provisions. Trump officials say universities that sign on could get access to some benefits such as preferential treatment for grant funding. But those that don’t want to adhere to the agreement are free to “forego [sic] federal benefits.”

    Higher ed leaders and observers see the compact as the Trump administration’s blueprint for overhauling America’s colleges and universities. Trump officials view it as an opportunity for the “proactive improvement of higher education for the betterment of the country.” Critics have urged institutions to reject the proposal, arguing it undermines institutions’ independence and carries steep penalties.

    Nine universities were initially asked Oct. 1 to give “limited, targeted feedback” by Oct. 20 on the document that Trump officials said was “largely in its final form.” President Trump said in mid-October that any college that wants to “return to the pursuit of Truth and Achievement” could sign on but didn’t explain how interested institutions could do so. No college has publicly taken Trump up on his offer. The administration is reportedly planning to update the document in response to the feedback and send out a new version in November.

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  • Rethinking Leadership Development in Higher Ed (opinion)

    Rethinking Leadership Development in Higher Ed (opinion)

    Higher education is in the midst of a crisis of confidence that has long been building. In this time of volatility, complexity and uncertainty, the steady hand of leaders matters more than ever. Yet academia does—at best—a very uneven job of preparing academic leaders for steady-state leadership, much less for times when the paradigm is shifting. This moment is creating an opportunity to reconsider how we prepare leaders for what will come next.

    Why Is Leadership So Uneven in Higher Ed?

    A primary reason lies in how we select and develop leaders. In academia, searches for department chair, dean and provost often emphasize top-level scholarly and research credentials and only secondarily consider an individual’s experience, perspective and ability to influence and motivate others to support shared missions. Academics in general do not respond well to directives: They expect to be persuaded, not commanded. Additionally, it is often only after being hired that those in formal positions of authority are provided with leadership-development opportunities to help foster those interpersonal skills—too late for foundational growth.

    These approaches to recruiting formal leaders are rooted in flawed assumptions about how leadership works. True leadership is not about commanding compliance but about shaping unit culture through influence. Many leaders fail by not understanding the difference. An effective leader is a person of strong character who can build trusting relationships with others; these skills take time to develop and usually take root even before a person assumes a leadership role.

    Another important reason that leadership in higher ed is uneven arises from conceptualizing leadership as a “heroic” individual endeavor. The same skills that help a formal leader to be successful—such as understanding the alignment of their actions with the unit’s mission; strong communication skills, including listening; the ability to navigate conflict, negotiation and conflict resolution; and formulating and articulating clear collective goals— are equally crucial for others to exercise to be fully engaged participants.

    Leaders with formal roles and titles play a crucial role in promoting a productive and collegial culture. At the same time, they do not do so alone: It is equally important that participants who are not in formal administrative roles are also seen (and see themselves) as central in shaping these environments, and that they are aware of how their own actions and interpersonal dynamics contribute to their working and learning experiences.

    In short, leadership responsibility is not limited to administrators. There are layers of formal leadership roles embedded inside departments and schools, visible whenever faculty members and staff take on responsibilities for shared governance and advisory roles; lead team research or manage grant portfolios; and select (hire), supervise, evaluate and mentor colleagues and other early-career individuals. These faculty and staff are leaders, too, whether or not they see, accept or internalize those roles.

    When leadership is viewed simply as an individual attribute rather than a process that emerges from the relationships among people in teams, organizations miss the opportunity to develop cultures of excellence that support integrity, trust and collaboration at all levels. Thus, we argue that leadership ought to be understood as an ongoing process of character development and a responsibility shared by all members of an organization—not something that can be addressed in a one-off workshop, but as an integral dimension of the work.

    The Foundations of Leadership: Influence Before Authority

    Rather than framing leadership as something only people with formal authority do, a more productive model is to view leadership as influence. By influence we mean modeling the behaviors we seek to share and promote in our groups so that we can better shape the way we solve problems collectively. Leadership is not in essence a position; it is contributing to an ongoing process of shaping culture, norms and behavior within a unit.

    Social psychology shows that we influence each other constantly. The more time we spend with people, the more we become like them and vice versa. This means that bad habits can spread as easily as good ones. When everyone is given an opportunity to develop good habits, they are more likely to spread throughout the community. Our character affects how we influence others. We are much more likely to be influenced by a person who demonstrates integrity and curiosity than we are by someone who is demanding and unwilling to listen.

    Here are some areas of practice for developing better influence:

    • Self-awareness and self-management: Focusing on oneself first helps individuals identify their strengths and areas for growth, while encouraging them to recognize and respect their roles and responsibilities in the current situation. Understanding oneself, one’s values, habits and motivations, is foundational to recognizing how we affect and are affected by those around us.
    • Conflict resolution: Healthy debate is foundational to innovation and growth. Developing strong conflict-resolution skills contributes to increased perspective-taking, depersonalizing disagreement and yielding more effective discussion and problem solving.
    • Decision-making: Understanding how we make decisions, and more importantly how heuristics influence and bias our decision-making, can help people slow down to make more ethical and effective decisions.

    Opportunities for influence are available to everyone, not just those in formal leadership roles. Early-career faculty, staff and students can cultivate influence by setting examples for collaboration, through ethical behavior and by contributing to collective problem-solving. Leadership is not centrally about having authority over others; it is about shaping an environment in which ethical decision-making, respect and shared purpose flourish.

    Reimagining Leader Development in Higher Ed

    Now more than ever, individuals need support in managing their careers with integrity and purpose—aligning their personal values and goals with those of their institutions. Leadership development should not be viewed as a costly add-on. In fact, it can be integrated into the everyday fabric of academic life through accessible and scalable methods, including:

    • Peer-learning cohorts that provide space for discussion and reflection on leadership challenges.
    • Guided personal reflections on workplace dynamics, communication and decision-making.
    • Structured mentoring programs that cultivate leadership skills through real-world interactions.
    • Deliberative conversations around such themes as research ethics, authorship and collaboration to build trust and integrity within teams.
    • Conflict-resolution training embedded in routine professional development activities.

    Our experience at the National Center for Principled Leadership and Research Ethics shows that even modest efforts—like those above—can spark essential conversations between mentors and mentees, improve communication, and positively influence both unit climate and individual well-being. To support this work, we offer a free Leadership Collection—an online collection of tools, readings and practical exercises for anyone seeking to lead more effectively, regardless of their title or career stage.

    When leadership development is embraced as a core part of academic life—not just a formal program or a luxury for a few—it can become a catalyst for healthier, more purpose-driven institutions.

    Conclusion: Leadership Development as a Cultural Foundation

    Reserving leadership-development programming only for when people reach formal leadership roles is a missed opportunity to develop broader and more inclusive working cultures. Such cultures emerge from the relationships among the members of a group. Building better relationships starts with personal growth, self-awareness and emotional intelligence for each member. Taking responsibility for one’s own professional growth and for one’s influence on others is also an important kind of leadership.

    True leadership, therefore, is not about directing others but about fostering environments in which good habits, strong ethics and meaningful engagement flourish. If universities want to build sustainable cultures of excellence, in which leadership is no longer an individual endeavor but a shared commitment to collaboration, they should start embedding it in professional development and routine practice for all. As uncertainty prevails, budgets are cut and people are navigating deep change, now is the moment to reconsider how we shape leaders in higher education.

    Elizabeth A. Luckman is a clinical associate professor of business administration with an emphasis in organizational behavior and director of leadership programs at the National Center for Principled Leadership and Research Ethics at the University of Illinois at Urbana-Champaign.

    C. K. Gunsalus is the director of NCPRE, professor emerita of business and research professor at the Grainger College of Engineerings Coordinated Sciences Laboratory at the University of Illinois at Urbana-Champaign.

    Nicholas C. Burbules is the education director of NCPRE and Gutgsell Professor Emeritus in the Department of Education Policy, Organization and Leadership at the University of Illinois at Urbana-Champaign.

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