With national attention already focused on campus free speech, the assassination of Charlie Kirk at Utah Valley University has intensified a fractious moment for higher education. Voices on the right have blamed colleges for Kirk’s death, calling them “indoctrination camps” and comparing them to “madrassas that radicalize jihadis.”
Though the suspect is not a student, Kirk’s killing has intersected with concerns that students are increasingly unable or unwilling to engage with dissenting views. Critics have cited the most recent FIRE College Free Speech Rankings survey, which shows that one in three students thinks it’s acceptable to use violence to stop a speaker.
Colleges did not cause Kirk’s death, but leaders cannot ignore the finding that a third of students support using violence against a speaker. Though most students will never resort to violence, the possibility forces colleges to reassess campus security. UVU’s police chief admitted more than half his force of 15 officers wasn’t able to secure the crowd of 3,000 people at the Kirk event. Security experts noted that stopping a shooting from the top of a building hundreds of feet away requires Secret Service–style sweeps. The incident raises questions about bringing outside speakers to campuses. With so many budget problems in higher ed, who will cover the costs of keeping them safe?
Yet on the ground at UVU, life on campus looked far different from critics’ portrayals. In the hours after the shooting, the student newspaper, The UVU Review, reported that professors reached out to students to offer resources and reprieves from coursework. Students called everyone in their phone to tell them they were safe. Strangers hugged each other and students offered a ride home to anyone who needed it. They put aside their differences to grieve together. “It feels like life stopped for us,” said one student. “But it kept going for everyone else. I’m ready for life to start again, no matter how changed it’ll be.”
Given Kirk’s prominence, students across the country will feel like this incident has changed their lives, too. With more than 850 campus chapters, Turning Point USA is an organization where conservative students have found community. And even for students who disagreed with Kirk he inspired them to engage with political issues and debate their ideas.
But the reactions to Kirk’s death reveal that the ideological fissures on campus have only deepened. At least 15 faculty and staff members have been fired for appearing to condone the shooting on social media, many after online campaigns called for their dismissal. Meanwhile, at a candlelit vigil at the University of North Carolina at Chapel Hill—a campus that has faced its own tragedy—student Walt Wilson told The Daily Tarheel he was mourning Kirk even though he disagreed with him. “Getting killed over debate and fostering free speech, especially in a place like a university where that is supposed to prosper, is a real tragedy and shows an issue of communication and reconciliation,” he said.
Free speech survives only if protected in practice. This moment will test higher education’s resolve: Will political pressure drive colleges to retreat, or will they recommit to free expression as a path through turmoil?
A few days ago, someone mentioned how nice it would be if students could have their tuition level held steady after enrollment, so they could plan. It got me thinking.
The usual version of that proposal assumes that students enroll full-time at a given tuition level, then sail through, full-time, unimpeded, until their on-time graduation. The benefit to the students (and their families) is obvious, both in terms of absolute amounts of money and in terms of predictability. As a parent who has been paying out-of-state tuition since 2019, I get the appeal.
Of course, the rest of the economy doesn’t freeze costs for years at a time, and college employees live in that economy. So annual tuition increases would still have to happen, but they could only be inflicted upon new students. In any given year, freshmen would pay more than sophomores, who would pay more than juniors and so on. The first year that happened, the increase for freshmen would have to be pretty dramatic to ensure that future years would generate enough revenue. Or, theoretically, states could make up the difference.
That doesn’t seem likely.
For example, Pennsylvania hasn’t even passed its budget yet for this year. You know, the one that we’re several months into. Uncertainty rolls downhill; asking us to guarantee years in advance when we don’t even have this year’s figure yet isn’t realistic. In its defense, the state is dealing with a federal funding situation that could be described as mercurial. Higher ed funding at the state level competes with other priorities, such as the state versions of Medicaid.
Now, if the promise of fixed tuition led to a more rational federal budgeting process …
OK, OK. Seriously, though, using variable revenues to cover fixed costs is a dangerous game. Very elite private schools often have the option of using endowment returns to provide predictable operating funds, which, in turn, could lead to more predictable tuition charges. But those of us at the mercy of annual (and frequently late) state allocations don’t have that option.
Even allowing for all of that, though, I can’t help but wonder about the student that the model assumes. It’s essentially the IPEDS model: first-time, full-time, degree-seeking, supported by family. In the community college world, that describes a small minority of the student body.
Here, students move into and out of full-time status from semester to semester. Sometimes life happens and they step out for a bit (or longer), then decide to return years later. They usually work for pay, often full-time, while they’re taking classes. Stop-start patterns of enrollment make predictable tuition harder to define. They also necessarily lead to higher increases for those who come back, since the entire increase for any given year is visited upon new students, rather than being spread evenly across classes.
Free community college would have solved this, of course, by setting a figure of zero and leaving it there. As long as operating support increased with costs, that would be sustainable, and it’s admirably simple. But that doesn’t appear to be on the table at the federal level, and states can’t deficit spend during recessions, which is usually when demand for other services increases and tax revenues drop.
If we could set public funding in a way that covers fixed costs, leaving only the variable costs to be covered by tuition, then there could be a real possibility for a (clearly defined) tuition freeze. Or at least the levels would be low enough that annual increases wouldn’t hurt so much. Until that happens, though, it’s just untenable. As a parent, that bothers me, but the blame should be placed where it actually belongs.
On Sept. 10, a public lecture at Utah Valley University became the site of a nightmare when the political commentator Charlie Kirk was killed before thousands of students. Whatever one thinks of Kirk’s politics, the trauma endured by those young witnesses will last far longer than the news cycle. For adolescents, such moments do not fade when the cameras leave. They etch themselves into the brain—literally. Witnessing violence, even indirectly, negatively impacts brain development.
At the University of Southern California’s Center for Affective Neuroscience, Development, Learning and Education (CANDLE), our colleagues recently studied how violence exposure shapes young people. Again and again, the evidence is stark: When adolescents witness or hear about violence in their communities, their developing brains bear the burden. The anterior cingulate cortex—a region critical for processing stress and pain, emotional regulation, motivation, learning, and social connection—has a greater decrease in gray-matter volume in adolescents exposed to more community violence. This pattern of gray-matter volume decrease has been seen in ground troops deployed to war and in people affected by post-traumatic stress disorder. It has been linked to anxiety, depression and difficulty sustaining attention.
Yet neuroscience also points to a path forward. Our newest research, published this year in the Journal of Research on Adolescence, offers a striking counterpoint: Adolescents are not passive victims of their environments. They have within them the capacity to buffer these harms, within themselves and within society. That capacity is what we call transcendent thinking.
Transcendent thinking is the ability to move beyond the immediate details of an event and consider the complexities that characterize a diverse society, to explore perspectives that differ or conflict with one’s own and to contemplate the bigger picture: What does this mean for me, for my community, for justice and fairness? When teenagers reflect in these ways, they are not escaping reality but engaging it more deeply. They are searching for meaning, considering multiple perspectives and placing their experience in a larger human story. This, in turn, helps them imagine how things might be different, and how they might contribute to the change.
In our study of 55 urban adolescents, those who more frequently engaged in transcendent reflection about social issues showed a greater increase in gray-matter volume in the anterior cingulate cortex two years later—the very brain region seen to be most vulnerable to violence exposure. In other words, transcendent thinking didn’t erase the negative effects, but it appeared to give young people’s brains some scaffolding to adapt and heal.
This has profound implications for how we respond to political and community violence. The instinct, understandably, is to shield young people from harsh realities. But shielding won’t work. Adolescents are already encountering violence—whether on the street, online or in lecture halls. What they need are the tools to make sense of it, to weave their experiences into narratives of purpose and agency rather than despair. And for this, they need curiosity about the experiences of others and safe opportunities to think across difference.
Fortunately, transcendent thinking is not rarefied or inaccessible. It is something every young person can do and likely already does spontaneously. The challenge is to nurture it deliberately and thoughtfully. Schools and colleges can make space for students to grapple with complex social issues and to connect classroom learning with ethical and civic questions. Families and communities can invite adolescents into intergenerational storytelling, where young people see how others have wrestled with hardship and injustice. Education that emphasizes civic reasoning and dialogue can strengthen not only academic outcomes but also neurological resilience and long-term well-being.
This is both a scientific and a civic imperative. Neuroscience is showing us that meaning making changes the brain. We need support for educators to find ways to translate that science into daily practices that help young people transform tragedy into purpose. Our vision is to illuminate the capacities that empower adolescents to question their and others’ beliefs, to engage across difference, to imagine futures and work to create the world they want to live in.
The tragedy at Utah Valley University underscores how high the stakes have become. America’s young people are coming of age amid rising polarization and public acts of violence. We cannot protect them or shield them from it, but we can equip them to counter its developmental impacts.
Transcendent thinking is not a cure-all. But it is a proven developmental asset that can buffer the effects of witnessing community violence on the brain. It is also a civic skill we urgently need: the ability to see beyond the present conflicts and tragedies to the larger questions of justice, community and meaning.
If we want to safeguard both adolescent development and democratic life, we must equip schools, colleges, families and communities with the tools to cultivate transcendent thinking.
Mary Helen Immordino-Yang is the Fahmy and Donna Attallah Professor of Humanistic Psychology and a professor of education, psychology and neuroscience at the University of Southern California and founding director of the USC Center for Affective Neuroscience, Development, Learning and Education.
More than two years after the Supreme Court ruled that colleges and universities could no longer consider race in admissions decisions, the Trump administration has launched a crusade to ensure institutions are abiding by that decision. Government officials have demanded colleges submit detailed data on the racial makeup of their admitted students, cast suspicion on so-called proxies for race in the admissions process and required some universities to reform their admissions practices—without specifying what, exactly, needed changing. (The administration has also used the decision as justification to call for the cancellation of other diversity, equity and inclusion initiatives, from scholarships to student lounges.)
Then again, according to Angel Pérez, a longtime admissions dean and the CEO of the National Association for College Admission Counseling, it’s never not a trying time to be an admissions dean.
Hence the title of his forthcoming book, The Hottest Seat on Campus (Harvard Education Press), which he admits freely to have borrowed, albeit subconsciously, from a 2014 Chronicle of Higher Education feature. Admissions deans are incredibly visible, he said in a recent interview with Inside Higher Ed; their failures and successes are known to all—and have consequences well beyond their own offices.
Now, as these leaders grapple with the new challenges the Trump administration has brought—and as the first day of NACAC’s annual conference kicks off in Columbus, Ohio—Pérez hopes his book, which is built upon interviews with dozens of admissions leaders from across the country, will prove an important resource for others struggling to navigate the hot seat. Inside Higher Ed spoke with him over the phone about his advice for admissions deans and the changing landscape of higher education.
The interview has been edited for length and clarity.
Q: I wanted to start off by asking about your personal story. What made you interested in holding an admissions role yourself?
A: I think my story is actually very typical of most people who go into the admissions profession. I still call myself an accidental admissions dean—this is not what I was supposed to be doing for a living.
So many people go into the admissions profession by actually being involved on their college campus, as was I. I was involved in student activities, I was a residence hall director, I dabbled in tour guiding. The dean of students at Skidmore [College], Dean Joe Tolliver, who has now retired but is still very active in student affairs, said to me, “You’d be really great in higher education. You should consider a job in higher education.” And to be honest, I didn’t think that those were real jobs, on a college campus. So, I didn’t take it very seriously until someone in the admissions office, Roslyn Estrada, said to me, “Angel, there’s going to be an opening in the admissions office. You should apply. You’d be really good.”
And eventually I said yes to applying because I thought I would go and do that for one year until I found a real job. And many, many years later, here I am, and [I am] delighted that I took that calling.
So, it was really the taps on the shoulders. But I will say—it’s one of the reasons I’ve written the book—that I think we need to change that paradigm and I think we need to change that pathway. I want to create much more intentional pathways into the profession and I want to create much more intentional pathways into leadership.
Q: What would that look like? Do you guys have any initiatives currently underway that are trying to create more intentional pathways?
A: [NACAC has] launched a program called NEXT, where we work with admissions counselors who are one to three years in to basically help them understand what growth in the profession can look like, what a pathway can look like.
The second thing is that, thanks to the support of Strada Education Foundation, we are actually going to be launching a brand new dean’s fellowship, starting in 2026. This is in order to support brand-new deans who are moving into these chairs and cultivate them into leadership. In the book, in the spirit of me being the accidental dean, I write about the fact that one day I was the director of admissions, and the next day, my boss retired and said to me, “The president would like to speak to you.” And then, all of a sudden, I was the vice president for enrollment, and my job was so fundamentally different. That happens to so many people—it’s kind of like sink or swim. What we want to do at NACAC in the future is create much more intentional leadership growth for deans.
One thing that I aspire to do—we’re not there yet; I’m still looking for the funding—is actually to create a program where those tour guides on college campuses and student interviewers, I would like to actually create a NACAC fellowship for them to learn about what it’s like to go into the profession, to give them a mentor as they’re applying for their first job out of college, into the admissions profession, and then make them a part of the NACAC community.
Q: I enjoyed the section of the book where you were talking about admissions deans as storytellers. Could you describe how that storyteller role differs from others on campus and also how effective storytelling translates to outcomes for the admissions office?
A: I always have believed that that admissions deans are chief storytellers of an institution. The reason I say that is because they have such a large constituency. They’re not just telling stories on their campus; they’re also telling the story of the institution outside of campus, right? They’re talking to high school counselors. They’re talking to students. They’re talking to people like you, for example, in the media who are trying to understand the complex admissions world that we have built.
What I have seen in my experience is that so many admissions deans fail in the role because they did not embrace the role of storytelling. A big part of their job is to actually educate the community about the challenges of enrollment, to educate the community about the fact that enrollment is all about trade-offs; in the environment that we’re living in, everybody’s not going to get what they want on campus.
A: These are really the messages that I took away from the teams that I interviewed. One is, during both of those crises—but I would argue any crisis—the importance of communication. I mean, we were just talking about storytelling, right? The importance of bringing your staff along, your constituents, making sure that people are feeling informed, even during incredible uncertainty. We’re living that again right now, so the book is very timely.
I think the other thing that stands out for me—something that, again, was highlighted through these amazing deans I interviewed in the book—is the importance of building teams and making sure that you rely on those team members and not carry the weight of leading in crisis by yourself. I think the leaders who crashed and burned during COVID, during the FAFSA debacle and during all of the different crises that we face, these are individuals who try to do it all by themselves. The reality of the matter is none of us can do it by ourselves. If you can put together a really diverse team who thinks differently, who complements each other in different diverse ways, you’re going to be set up for a lot more success. And obviously empowering them is going to be a big part of that as well.
Q: On a similar note, this book was written before the series of crises that we’re going through with the Trump administration’s attacks on higher education. Is there any piece of advice you would add to the book if you could about navigating this current moment?
A: I think so much of the advice [in the book] actually is very much translatable to what’s happening today. The difference is, the level of change is coming so much faster than ever before, even faster than COVID, even faster than FAFSA, because every day the Trump administration could say something that fundamentally upends how we do our work. I think that’s what’s different.
So if I could have a whole other chapter in the book, I would actually focus on how to lead in an era of uncertainty, and the skill sets that you need, personal and professional, to actually navigate change that’s coming faster than ever.
One of the quotes [that] I use in every presentation I do right now is from Justin Trudeau, and this quote just blows me away. He said it at the World Economic Forum: “The pace of change has never been this fast and it will never be this slow again.” To me, that is our new reality. And so I think I would focus a lot on, how do you keep organizations stable when the news cycle is changing every single day?
The other thing that I would focus on is actually how to be unresponsive. What I mean by that is oftentimes we’re so wired to jump at the crisis of the day. One of the things the dean said to me really recently last week was “You know what? Every time news comes out now, I just sit and I wait, because it might be different tomorrow.” And so there’s also this skill set that I think people need to build of not overreacting when the news cycle is breaking every single day. It’s tough. We’re living in tough times.
Q: If you could go back in time to when you were first starting in admissions, what is one piece of advice that you would give yourself, either from the book or just off the dome?
A: I think I would say to myself, “Enjoy this moment.” And the reason I would say that is because so many young admissions counselors are so eager to rise in the ranks very quickly. As you saw in the book, I talk about it: The faster you rise up the ranks, it becomes a lot messier and murkier and sometimes painful. As a dean, there were many more days that I longed for the simplicity of being on the road, recruiting students, spending my days in high schools and then going back home and reading applications from kids all over the world. It was such a beautiful job with not a ton of pressure.
But then, obviously, I was an eager beaver, and I climbed the ranks actually very quickly; I became a dean in my early 30s. I now wish that I had said to myself, “Slow down, enjoy this moment, and don’t be too quick to rise, because those pressures are going to be very, very different.”
As generative AI tools become more common, a growing number of young people turn first to chatbots when they have questions. A survey by the Associated Press found that among AI users, 70 percent of young Americans use the tools to search for information.
For colleges and universities, this presents a new opportunity to reach students with curated, institution-specific resources via chatbots.
In the most recent episode of Voices of Student Success, Jeanette Powers, executive director of the student hub at Western New England University, discusses the university’s chatbot, Spirit, powered by EdSights, and how the technology helps staff intervene when students are in distress.
An edited version of the podcast appears below.
Q: Can you give us the backstory—how Spirit got to campus and what need you all were looking to fulfill?
A: Sure, Western New England, we are the Golden Bears, and our mascot’s name is Spirit. So, Spirit is behind the scenes of our chatbot.
In the year 2023–24, we were trying to look at ways that we could get student voices at the center of what we’re doing. The Western New England philosophy and kind of core values really is about student-centered learning and support. We wanted to try to find a way to engage students earlier than our typical reporting systems come out, and we really wanted to hear the student voice.
Over the course of the year, we did some research and [looked] at different AI platforms that would provide some resources for us. And we landed on EdSights, which is an amazing company that has helped us really bring Spirit to life, where students are using the chatbot on a regular basis to get questions answered, to get resources to know where to go on campus and to also give us information so that we can better support them. We really wanted our chatbot to be reflective of our community, which is why we use our mascot as kind of behind the scenes to reach out to students.
Q: Yeah, it probably seems a little less scary to talk to your mascot than maybe an anonymous administrator.
A: Exactly, especially for our first-year students. When they’re coming on campus, they’ve met the mascot at many open house services and orientation, so they have that connection right away.
Q: You mentioned that this was a semirecent addition to your campus. For some people, AI can still be kind of scary. Was there a campus culture around AI? Or, how would you describe the landscape at WNE when it comes to embracing AI or having skepticism around using AI, especially in a student-facing way like this?
A: AI is so new, and it’s changing rapidly. Western New England has really embraced it. I think one of the biggest things that we looked at was just to make sure that there’s a human side to this AI system. And that’s, I think, one of the most powerful pieces about our AI chatbot … yes, it’s a chatbot, but we also have human helpers, myself and a colleague, who are monitoring and able to reach out to students when there’s any concern.
There’s a lot of systems in place, I think, to protect students. If there’s something going on or they share something with the chatbot, we’re here to help, and we let them know that there are humans behind the chatbot. I think that was probably one of the wider concerns before we started, was, how do we make sure we don’t miss anything that might be reported to a chatbot?
It really also helps with managing time. Students can ask the chatbot questions about WNE 24-7. The student hub, we’re open Monday through Friday, 8:30 a.m. to 4:30 p.m., but then we’re not around on the weekends and at night. Students still have questions at that time, so they can reach out [to Spirit]. It’s an extension of the Student Hub. We’ve really been able to get students resources and information right away.
That’s been really helpful for them to know where to go and who to connect with. A lot of our first-year students are the main users, but all of our students are using the chatbot. The system’s been really great to be able to support students and get information from them but also give them information.
Q: I wonder if you can talk us through how you all customized it to make it campus-specific and really ensure that students know what’s available to them and how this is their community and their college experience?
A: That’s so key, because it’s not an external chatbot—it’s not ChatGPT, where you can google how to do your homework. I’ve had students ask [Spirit], “Help me with this math problem,” and Spirit’s like, “I’m really sorry, but I can’t do that.” It’s really an internal system, and students only have access to it because they are students, and we give them information directly there.
What we did with the program is the company sets you up with, here are the main questions that this chatbot typically gets, and then we back-feed it with all this information. Each department took a look at these questions, so we filled it all in. It’s called the knowledge base. In the knowledge base, we have all these different things, like, when are things open? Who to contact about this? All sorts of options that students can get.
One piece is students use it almost like a Siri or Alexa, where you get that quick answer. We really wanted to meet students where they were and wanted to make sure that, you know, it was real-time information for them.
We have really filled it with all information about Western New England that they can access and get information right away. So that’s the one piece of the chatbot that’s really powerful. It helps save time, keep students from having to wait in line or make appointments, and then it directs them in the right place.
The other piece of the chatbot, which is really a more powerful piece that this individual chatbot has, is a proactive approach. We have a system that the company has developed, based on research, [with] certain questions we ask students throughout the year.
Depending on the time of the year, what’s going on, we may be asking them about academics, financial, personal wellness and health, mental health, as well as engagement on campus. When we ask those questions, we’re hearing the student’s voice right away. Those questions start early; in early September we have the first questions going out. Typically, you may get a report from faculty or staff almost midsemester. We’re getting it really early so that we can intervene right away.
Intervening is that human helper side. We have that chatbot who’s going to be there to answer your questions. But when the chatbot reaches out, make sure you respond, because now as a staff, we can say, this group of students, or these individual students, need something more, and how can we connect with them? It really enhances the relationship.
I think sometimes there’s a fear that AI takes away from a relationship, but it truly enhances the relationship, because once a student is willing to talk to the chatbot, they’re more likely to talk to the staff who reaches out to them because of what they said to the chatbot.
Q: When you are setting up those prompts, looking at those early alerts or things that you might want to know from students, what are you all asking and what have you found is important to identify early on?
A: The first question that goes out is “How do you feel so far about the term?” Students respond with numbers: one, great, two, neutral, three, not so great. And then the chatbot will follow up if it’s neutral or not so great: Why? Is it finances? Is it belonging and connections, academics? Then the students respond there. If students are willing to keep chatting, Spirit will ask, why, can you give any more information?
So last year was the first year that we really implemented it for a full year, and that first question is so powerful because myself and my colleague were able to jump in right away and connect with students, specifically first-year students who in this first two or three weeks of classes are feeling stuck and lost and not quite sure how to move forward.
That’s been really powerful, because not only are they telling us they need help, they’re telling us why they need help and in what direction, and then our job is to reach out and say, “Thanks so much for connecting with Spirit. Now here we are. What can we do to help? Come on in and meet us in the Student Hub, and then we can help you navigate the various offices on campus.”
Q: We’re seeing more students reach out to these third-party services online, trying to look for help and support. Now you all are providing a service for them that is safe, secure and run by staff members who are really looking for their best interests and trying to make sure that they get plugged in and that they don’t stay online.
A: That’s really important. I think the biggest thing is putting it out there and saying, “Here’s how I’m feeling, who’s going to do anything about it?” And knowing that there’s staff that are going to get you connected if students are feeling like they are not involved on campus—we have so many different clubs and organizations, and just having that conversation with a staff member of, like, what’s your interest? We have a club for that. Or, we have a professor who is an expert in this field, and it really helps us tailor and personalize the student experience. That’s information we wouldn’t know otherwise.
As educators, we get a ton of information about students, and we don’t always get that student voice, and that’s what this system does. It allows us to get the voice and allows us to get it early. And we do have that safeguard in place, where students may be having struggles, but they get resources right away, and there are alert systems set up on the back end, so if there are any issues, faculty and staff are able to respond.
Q: What kind of data have you all looked at when it comes to understanding the student experience as a whole? Have there been any insights or trends that have surprised you or driven change on campus?
A: The data is fascinating. I think the biggest thing for looking at this data is, yes, you can do the individual outreach and the individual support, but we can look across the board. We can look at first-generation students. We can look at athletes. We can look at first-year students versus seniors. So there’s a lot of data based on what we have in the system.
Over the past 12 months, we’ve had 17,000 texts back and forth between Spirit and the students, which is phenomenal. We have a 98 percent opt-in rate. So students get a text from Spirit in the beginning of the year, and they can opt out, but 98 percent of students are using it. During the year, our engagement fluctuates between 64 and 70 percent.
The other thing we’ve been able to see, and this is more recent … is we have a higher retention rate for students who are engaged with the chatbot than students who aren’t. So just recently, we’re getting this report from EdSights that 90.6 percent of students who actually engage in the chatbot persisted from fall 2024 to fall 2025. The difference was 75.3 percent who didn’t engage persisted. We are seeing a growth.
I think the reason that that’s so important is because retention and persistence are all about connection and belonging and feeling like you have someone, even if it’s a chatbot, who is connecting with you and making sure that you’re feeling [like] a valued member of our campus community.
We’ve been able to connect with hundreds of students that we may not have been able to connect with or [who we] didn’t even know were struggling because of this chatbot.
We did a huge marketing campaign last year to really get students to use it. This fall, we have the largest freshman class we’ve ever had, and so encouraging them to use this chatbot as a resource has been amazing.
I did a comparison to last year where the first week of classes, we didn’t ask any questions in the first week, but we make it available if students have questions. In the first week of classes last year [fall 2024], students asked 72 questions, or 72 texts to Spirit. This year, in the first year of classes, it was 849.
Q: Wow.
A: So students are using the chatbot. Now, it’s the second year, so we’ve got returning students who also are engaged and understand what it’s all about. It’s showing that students have those questions. Think about all the different questions they got answered that they may not have either went somewhere to get it answered or time didn’t allow them to have it answered.
They’re not going to get perfect answers, either. They may ask a question and the chatbot may say, “I’m not sure I exactly know that answer, but here’s who on campus will,” and it gives them the website. It gives them the contact, it gives them the phone number, so if the chatbot doesn’t know the exact answer, it gives them resources right away, so that they can then follow up on their own.
Q: When it comes to staff capacity, have you seen any impact on the amount of redundant emails students are sending?
A: I think that’s been really helpful, because students can ask the chatbot right away. The other amazing piece about this tool that we’re using is that we can add information pretty quickly. For example, we have a student involvement fair that’s coming up tomorrow, and I had a student ask me a question. I’m like, “Well, let’s ask the chatbot.” And it wasn’t in [the information base]. So I was like, “Well, you’re probably not the only student [with this question].”
So I went in and I added it on the back end, and then I said, “All right, let’s try it again.” Five minutes later, he got the answer for the question from the chatbot.
The system is set up so that we can customize it. There are over 500 questions with answers in the system. We went over those this summer to make sure they’re accurate. We use some of the common language, like, instead of dining hall, you know, we said “D Hall”; we added the common language that students are using, so that the chatbot is even smarter and students are going to get responses even quicker.
I do think it saved time, and hopefully it keeps that redundancy away, because if a student’s going to get an answer, they’re going to tell their classmate or their roommate or their peer, “Hey, just ask [Spirit]” or “Let’s ask together,” and again, save time on the end of the staff. That frees up those little questions to delve into some other things that may be meatier that they would need to deal with for students.
Q: For a peer at a different institution who’s considering implementing a chatbot or experimenting with their own, what lessons have you learned or what advice would you give?
A: The biggest thing I can think of is you have to put in the time and the effort to build the back end. You can add questions really easily, but if you don’t have that robust answer back in the system, it doesn’t give students what they need, or it gives them an OK answer, and they’re less likely to use the chatbot again.
I think the time and the energy you put into the back end and the setup is really important before launching, so that you ensure that students are getting the most accurate information and the simplest. We’re trying to save them from having to google the answer or go onto the website to find it.
I think the other thing is not every student is going to respond, and that’s OK. We have a 98 percent opt-in rate, which means that people are getting those messages from Spirit. That doesn’t mean they’re always responding when we reach out to them. Your engagement is going to be lower than your opt-in, because sometimes students are just going to ignore the text, and that’s OK.
We hope that if they need to respond, or in that moment, that the question that’s coming to them, whether it’s about academics or if they’re struggling with finances, or are they homesick? All these questions that we ask, if they need to respond, we hope that they respond. Just being aware that not every student is going to use it as a tool. Some students will use the chatbot more than they want to come see you.
We’ve reached out to students after they get flagged on our system, and sometimes they ignore us. And so just making sure you have another way to check in on that student or bring them up at a meeting, so that you can say, “I’ve reached out, and the student isn’t coming back and wanting to meet with me,” and that’s OK. Are they still using the chatbot? They still have resources, and they’re getting that information.
I think the biggest thing that we’re trying to improve and move into this year, in our second year of implementation, is, how do we make this data more relevant and shareable to our institution as a whole? This past year, the data has really been sitting within Student Life … Let’s make that available to faculty and staff so that they can get a sense of what our students are feeling and how can maybe I change or implement something that’s going to help. As well as sharing with our student leadership so that students get a sense of how people are feeling. That’s our next step.
We’re still going to do the individual outreach and the whole group support and programming. But how do we use this data now as a larger institution that really wants to focus in on student support?
Q: You mentioned a little bit about what’s next, but is there anything else on the horizon that we should know about as you all move into year two of Spirit?
A: I think the biggest thing is really emphasizing the blended AI-human interaction. The system gives us a number of risk factors and measures how students are doing, and we want to use that information as a proactive approach to support students. Whether it’s programming for specific needs or for specific groups of students, whatever it may be to get proactive, so that we know, in a sense, what students are doing and what their needs are.
The other thing we’re going to see over the next year or two is hopefully we’ll start to see some trends and patterns of how students are responding. Going into year two, I assume that we’re going to have some similar responses. But who knows? Every class is different and every year is different, so trying to see, what are some trends? We can use that data to be proactive and plan what students may need, before they even know they need it, in a way. Using this information and making it actionable so it’s not just data that’s sitting in a system is so important to us.
New College of Florida plans to honor recently murdered conservative activist Charlie Kirk with a statue on campus, the public liberal arts institution announced on social media earlier this week.
Kirk, who founded the organization Turning Point USA, which has chapters at hundreds of colleges, was shot and killed while speaking outdoors at Utah Valley University last week. Kirk has since been eulogized by multiple conservative figures, including President Donald Trump.
“Today, we announced that we will commission a statue of Charlie Kirk to honor his legacy and incredible work after his tragic assassination last week. The statue, privately funded by community leaders, will stand on campus as a commitment by New College to defend and fight for free speech and civil discourse in American life,” New College officials wrote Monday on X.
Where on campus the statue would go has not yet been announced.
NCF appears to be the first to announce such a move to honor Kirk, though more than a dozen congressional Republicans are seeking to place a statue of Kirk in the United States Capitol. Additionally, Iowa representative Mariannette Miller-Meeks has called on the University of Iowa to name its new Center for Intellectual Freedom after the activist as a tribute to his legacy.
Although a public institution, NCF made national headlines in early 2023 when Republican governor Ron DeSantis appointed a swath of new members to its Board of Trustees and tasked them with shifting New College in a conservative direction akin to the private Hillsdale College.
New College’s announcement generated millions of impressions on social media, including concerns about whether the statue would be vandalized, prompting DeSantis to respond, “If a student defaces the statue, then the student will be sent packing. Go ahead, make my day!”
Analyses of fascism too often fixate on its most spectacular expressions: staggering inequality, systemic racism, the militarization of daily life, unbridled corruption, monopolistic control of the media, and the concentration of power in financial and political elites. Fascism thrives on a culture of fear and racial cleansing and the normalization of cruelty, lies, and state violence. Yet what is often overlooked is how culture and education now function as decisive forces in legitimating these authoritarian passions and in eroding democratic commitments. As Hannah Arendt, Jason Stanley, Richard Evans, Chris Hedges, and others remind us, the protean origins of fascism are never fully buried; they return in altered and often disguised forms, seeping into everyday life and reshaping the common sense of a society.
Under US President Donald Trump, we face a terrifying new horizon of authoritarian politics: the erosion of due process, mass abductions, vicious attacks on higher education, and the steady construction of a police state. Canada has not yet descended into such full-fledged authoritarianism, but troubling echoes are undeniable. Public spaces and public goods are under assault, book bans have appeared in Alberta, languages of hate increasingly target those deemed disposable, the mass media bends to corporate interests, labour is suppressed, and democratic values are met with disdain. These may not replicate the worst horrors of the past, but they reveal how culture and education become the terrain upon which democracy is dismantled and authoritarianism gains legitimacy. These are warning signs of a gathering darkness that must be confronted before they harden into something far more sinister.
Culture and Pedagogy
Fascism thrives not only on brute police power, prisons, or economic violence but also on culture and pedagogy. Culture has increasingly become a site in the service of pedagogical tyranny. It works through erasure and repression, through memory stripped of its critical force, and through dissent silenced in the name of order. Fascism is never solely a political or economic system; it is a pedagogical project, a machinery of teaching and unlearning that narrows the horizon of what can be said, imagined, or remembered.
Today authoritarianism seeps insidiously into everyday life, embedded in seemingly obvious maneuvers that consolidate power under the guise of technical or bureaucratic necessity. Its mobilizing passions often emerge unobtrusively in maneuvers that hide in the shadows of the mundane, often at the level of everyday experience.
This creeping logic is starkly visible in Ontario, where Doug Ford’s Progressive Conservative (PC) government has moved to seize control of local school boards. What may look like routine administrative measures should be read as a warning: authoritarianism does not arrive only with grandiose spectacles or open attacks on democracy’s foundations; it gains ground quietly, through the erosion of the ordinary, the capture of the local, and above all, through the weaponization of education as a tool to dismantle democracy itself.
The Ford government’s seizure of the Toronto, Toronto Catholic, Ottawa-Carleton, and Dufferin-Peel Catholic district school boards is extraordinary, even for this democracy-averse regime. Education Minister Paul Calandra has even mused about eliminating trustees altogether before the 2026 local elections, declaring “Everything is on the table.” His justification that Ontario’s Ministry of Education (MOE) has allowed them to make too many decisions on their own is both unsupported and revealing. It exposes a deeper authoritarian project: the desire to centralize power and strip away democratic oversight from institutions closest to local communities. It curbs liberal instincts of trustees who see first-hand the vast diversity of lives and needs of the families who rely on their schools.
This is precisely how authoritarian control operates: by eroding intermediary structures that connect people to power. Just as Donald Trump sought to bend national cultural institutions like the Smithsonian Museum to his will, Ford dismantles the modest democratic functions of trusteeship. Both cases illustrate how authoritarianism works through the fine print of governance as much as through grandiose pronouncements.
Manufactured Deficits and Structural Starvation
The pretext for takeover was financial mismanagement. Yet none of the investigators found evidence of serious fiscal incompetence. The truth is that boards submitted balanced budgets year after year but only after slashing programs and services, closing outdoor education centres, selling property, cutting staff, and raising fees. What really drives their fiscal crises is a decades-old funding model – first imposed by the Mike Harris PC government in 1997 – that shifted resources from local taxes to provincial grants. This was not a move toward equitable funding; these were neoliberals of the first order who believed in central control of funding so they could squeeze school boards and education workers to contain costs.
This model, based on enrolment rather than actual need, starved boards of resources for special education, transportation, salaries, and infrastructure. For instance, school boards don’t get funding for actual children who need special education support but rather on the basis of a predictive model MOE devised. Boards pay for the kids MOE doesn’t fund. The Ford government hasn’t funded the full increase for statutory teacher benefits for years, leaving boards short by millions. The result is a structural deficit: chronic underfunding that leaves even well-managed boards teetering on insolvency. The Ford government, while claiming to increase spending, has in fact cut funding per student by $1,500 in real terms since 2018. This is the problem faced by with 40 percent of Ontario school boards.
It is this manufactured insolvency that led Minister Calandra to get the most out of a useful crisis and put the four school boards under supervision and maybe next eliminate all school boards in the province. Here we see neoliberal austerity converging with authoritarian ambition. Underfunding is not a policy mistake; it is a deliberate strategy to weaken public education, undermine trust in democratic institutions, and prepare the ground for privatization schemes such as vouchers and charter schools. In this instance, the policy of underfunding is a way of weakening public education and then blaming whatever problems occur on education itself. This is gangster capitalism at work, cloaked in the language of fiscal responsibility but fueled by a pedagogy of dispossession.
Eliminating Trustees, Silencing Communities
If board takeovers were simply about money, supervisors would have been told to just find savings. Instead, elected trustees were suspended, their offices shuttered, their tiny stipends cut off, and their ability to communicate with constituents forbidden. Calandra’s power grab has all the elements of Elon Musk’s DOGE assaults in the US: move fast, offer absurd excuses, and blame the victims. The supervisors replacing trustees – accountants, lawyers, and former politicians with no background in education – now wield greater power than the elected community representatives they displaced.
This substitution of technocrats for democratically accountable representatives is part of fascism’s pedagogy. It teaches the public to accept disenfranchisement as efficiency, to see obedience as order. Parents who ask why a program disappeared or why their child’s special education class has grown larger are now met with silence. In this vacuum, the lesson learned is that participation is futile and resistance meaningless – precisely the kind of civic numbing oligarchic fascism requires.
Command, Control, and the Policing of Education
Ford’s government frames these takeovers as a “broader rethink” of governance, but the real project is clear: the imposition of command and control over education. This move sends a strong message that it’s time to duck our heads and get back to basics: teaching “reading, writing, spelling, and arithmetic and the whole shebang…” as Doug Ford complained last fall after teachers and students attended a rally in support of the Grassy Narrows First Nation and its efforts to deal with generations of mercury contamination in their area. He proclaimed, with no evidence, that the field trip was “indoctrination” by teachers because activists protesting Israeli genocide were present. Community members who supported an Indigenous curriculum, modern sexual education, or even school-name changes honoring anti-colonial figures are dismissed or painted as obstacles. The message from Ford and Calandra is blunt: stick to the basics – reading, writing, arithmetic – and leave politics at the door.
Yet politics hangs over classrooms like a shroud. Despite his Captain Canada complaints about the Trump tariffs, Ford admires the President quick-marching America toward fascism. In an off-mic moment he commented recently: “Election day, was I happy this guy won? One hundred per cent I was.” It’s not the racism, the authoritarianism, the compulsive lying, the fraud, the sexual assaults that bothers the Premier; it’s that he got stiffed by his friend.
Usurping trustees according to University of Ottawa professor Sachin Maharaj is just another step toward the Progressive Conservatives’ goal to “squelch the pipeline of more progressive leaders” like those gaining notice and experience attending to the needs of local schools.
The banning of the Toronto Muslim Student Alliance’s screening of the film No Other Land, which documents Israeli settler violence, shows how censorship now masquerades as neutrality. This is the pedagogy of repression in action: narrowing what can be taught, remembered, or discussed until education is reduced to obedience training. What parades as a “broader rethink” is part of the authoritarian language of censorship and control. Like Trump’s attacks on “critical race theory” or his censorship of the Smithsonian, Ford’s moves are not about protecting students from politics but about protecting power from critique. The real issue here is constructing authoritarian policies that narrow critical thinking, teacher autonomy, essential funding, and knowledge that enable schools to both defend and facilitate democracy.
For Ford and his adherents, the real issue is not that schools are failing but that they are public and have a vital role to play in a democracy. The real threat to Ford is that a democracy can only exist with informed citizens. Yet that is precisely the role education should assume.
Bill 33: Codifying Authoritarianism
The perversely named Bill 33, the Supporting Children and Students Act extends this authoritarian logic. It allows the Minister to investigate boards or trustees on the mere suspicion they might act “inappropriately” or against the “public interest” – an elastic phrase that grants unchecked power. It checks much-maligned Diversity Equity and Inclusion efforts by refusing boards the right to name schools, forcing them to abandon diversity-affirming figures in favor of colonial or sanitized names. It mandates the reintroduction of police officers into schools, despite community opposition to surveillance and “unaccountable access to youth by cops.”
At work here is the legacy of colonialism, a legacy that is terrified of diversity, of those deemed other, being able to narrate themselves. Viewed as threat, this anti-democratic language ultimately falls back on issues of control and security. This is one instance of how authoritarianism consolidates itself, not through tanks in the streets but through legislation that transforms education into an arm of the security state. Pedagogical spaces are militarized, memory is policed, and students are taught that surveillance is normal and dissent dangerous.
Trumpasitic Authoritarianism
Ford’s methods echo those of his southern counterpart. Just as Trump’s politics thrive on dispossession, erasure, and the weaponization of culture, Ford borrows from the same authoritarian playbook. The takeover of school boards not only tightens political control but also grants easy access to billions of dollars in public land, enriching developers tied to his government. Here, neoliberal profiteering fuses seamlessly with authoritarian centralization, an example of the merging of gangster capitalism with the pedagogy of repression.
What do you expect from a government that makes decisions reflecting the arrogance of power? The Ford government cut Toronto city council in half soon after took office in 2018 and threatened to use a constitutional override, the Notwithstanding Clause, Section 33 of Canada’s Charter of Rights and Freedoms, to overturn a Superior Court justice’s decision that the move was unconstitutional. Ford actually used the clause to push through a bill restricting election advertising in 2021 and again, pre-emptively, in 2022, buttressing back-to-work legislation against striking public workers, among the lowest paid in the province. He’s considering using it again after his decision to remove bike lanes from Toronto streets was overturned in court; power makes you petty.
Democracy in the Smallest Details
The takeover of Ontario school boards may appear less dramatic than Trump’s assaults on national institutions, but its implications are just as dire. Authoritarianism advances not only through spectacle but through the slow erosion of local democratic practices that once seemed secure.
If fascism is a pedagogy of fear, amnesia, and conformity, then resistance must be a pedagogy of memory, solidarity, and imagination. To defend education is to defend democracy itself, for schools are not simply sites of instruction but laboratories of citizenship, places where young people learn what it means to speak, to question, to remember, and to act. When trustees are silenced, when curricula are censored, when communities are stripped of their voice, what is lost is not only oversight but the very possibility of democratic life.
What is at stake, then, is far larger than budget shortfalls or bureaucratic reshuffling. It is whether the future will be governed by communities or dictated from above by those who mistake obedience for learning and silence for peace. Fascism thrives in these small erasures, in the details that seem technical until they harden into structures of domination.
The lesson could not be clearer: democracy dies in increments, but it can also be rebuilt in increments – through collective memory, through civic courage, through the refusal to allow education to become a weapon of obedience. To resist the Ford government’s authoritarian incursions is not only to protect local school boards; it is to reclaim the very ground on which democratic hope stands. •
Henry A. Giroux currently is the McMaster University Professor for Scholarship in the Public Interest and The Paulo Freire Distinguished Scholar in Critical Pedagogy. His most recent books include The Violence of Organized Forgetting (City Lights, 2014), Dangerous Thinking in the Age of the New Authoritarianism (Routledge, 2015), coauthored with Brad Evans, Disposable Futures: The Seduction of Violence in the Age of Spectacle (City Lights, 2015), and America at War with Itself (City Lights, 2016). His website is henryagiroux.com.
William Paul is editor of School Magazine website.
This article first appeared at the Social Project Bullet
The next wave of college applicants is almost here. Generation Alpha, born roughly between 2010 and 2024, will begin entering higher education by the end of this decade. They are the first cohort born entirely in the 21st century, carrying the name “Alpha” to mark a new beginning. With a global population now estimated above two billion, Gen Alpha is among the largest cohorts on record.
Raised primarily by Millennials, this generation is growing up in households that are more diverse, globally minded, and digitally connected than any that came before. Their worldview is shaped not just by rapid technological change but also by formative events such as the COVID-19 pandemic. For higher education, this means a fresh set of expectations around how, where, and why learning happens.
By 2028, the first wave of Gen Alpha, those born in 2010, will be setting foot on college campuses. They will arrive as the most technologically fluent and digitally empowered students to date, bringing with them new definitions of access, engagement, and community. Institutions that understand who they are and prepare now to meet their needs will be best positioned to thrive in the coming years.
In this article, we’ll explore ten key insights about Generation Alpha: their learning preferences, values, and challenges, as well as what higher education can do to connect with them meaningfully. Let’s dive in.
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1. Gen Alpha Is the First Fully 21st-Century Generation
Every generation reflects the world it grows up in, and for Gen Alpha, that world is fully digital. Born after 2010, the same year the iPad and Instagram launched, they have never known life without smartphones, apps, and social media. Social researcher Mark McCrindle coined “Generation Alpha” to signal a true reset, not a return to the alphabet cycle, but the beginning of something entirely new.
This generation is also massive. With millions of births each week, particularly in countries like India, China, Indonesia, and Nigeria, Gen Alpha is on track to be one of the largest cohorts on record. They’re also growing up in more diverse societies; in the United States, Gen Alpha will be among the most ethnically diverse cohorts.
What is the education of the Alpha Generation like? Generation Alpha’s educational experience has been distinct. They’ve grown up with personal technology from day one, many using tablets in preschool, and experienced hybrid or remote learning early due to COVID. Generation Alpha education is more personalized and tech-infused than past generations. Gen Alpha students often use online resources (YouTube, learning apps, even AI tools) alongside formal schooling. Going forward, they are expected to pursue higher levels of education than prior cohorts, with global tertiary enrolment continuing to rise.
For higher education, the implications are clear: campuses will need to serve a digital-first, globally minded, and highly pluralistic student body unlike any before.
Example: Cal Poly’s Diverse Incoming Classes: In recent years, universities have reported that each incoming class is breaking diversity records – reflecting Gen Alpha’s unprecedented pluralism. For instance, California Polytechnic State University announced that its 2022 freshman cohort was “the most diverse in the university’s history,” marking the fifth consecutive year of record diversity. Cal Poly noted all-time highs in enrolment of Hispanic/Latino, Asian, first-generation, and low-income students, crediting “intentional and strategic work to make [the campus] more reflective of the diversity of our state”.
If Gen Z grew up tech-savvy, Gen Alpha takes it further. They are the first generation to experience constant digital immersion from birth. Many had access to tablets before they could walk, and by around age 11, most already have a mobile phone. For them, Wi-Fi, apps, and streaming are simply part of daily life, not innovations.
This early and seamless exposure has made them fluent in digital environments. They learn to swipe before they can write, widely use YouTube, and gravitate toward short, visual, and interactive content on platforms like TikTok. Traditional, text-heavy approaches hold less appeal, and educators already note a growing preference for summaries over long-form reading.
What is the learning style of Gen Alpha? Gen Alpha students tend to be visual, interactive learners who are comfortable multitasking in digital environments. They often prefer short-form content and videos (having grown up on platforms like YouTube and TikTok) and learn well through gamification and hands-on exploration.
For higher education, this dual reality signals both opportunity and challenge. Gen Alpha will thrive in tech-enabled classrooms and adapt quickly to digital tools, but only if institutions deliver engaging, mobile-first, and frictionless experiences that match their expectations.
Example, 1:1 Device Programs for Digital Learning:Schools and colleges are increasingly providing personal devices to ensure Gen Alpha learners have constant access to online tools and content. Bowdoin College (USA) launched a Digital Excellence Commitment that equips every student with a 13-inch MacBook Pro, an iPad mini, and an Apple Pencil, plus required course software, regardless of financial need.. Initially begun during the pandemic to facilitate remote learning, Bowdoin’s program became permanent in 2022 after faculty saw how a common device platform spurred “numerous and unexpected learning and teaching innovations”.
3. Childhood in the COVID Era: Resilient but Impacted
Generation Alpha’s early years were shaped profoundly by COVID-19. The oldest were around 9 or 10 during the 2020 lockdowns, old enough to remember school closures, Zoom classrooms, and virtual birthdays. Some have even been nicknamed “Generation Covid,” underscoring how deeply the pandemic disrupted their formative experiences.
Yet these disruptions also bred resilience. Gen Alpha grew up watching their parents work remotely, mastering online learning platforms early on, and staying connected via FaceTime and Zoom. They learned early that the world is interconnected, a virus spreading globally, or friendships forming online, taught them how actions ripple across borders. Educators note that this has made many students flexible and globally aware.
Example, Virtual Global Exchanges Maintain Connection:Example, Virtual Global Exchanges Maintain Connection: When COVID-19 shuttered travel and classrooms, Penn State University’s College of Education used Experiential Digital Global Engagement (EDGE) to run virtual exchange classes with partners in countries such as Ecuador and Japan. American and Ecuadorian teacher trainees were paired as one-on-one “buddies” for weekly discussions, and later, Japanese college students joined in virtual seminars with Penn State classmates. Through these exchanges, students “developed friendships [and] learned a lot about language, culture, multilingualism and global awareness” despite never meeting in person.
Still, challenges remain. Teachers report learning loss, social delays, and uneven skills, particularly among those who missed hands-on early schooling. For higher ed, this means preparing to welcome students who are digitally skilled but may need added academic or social support to thrive.
4. A Looming Literacy and Learning Crisis
Gen Alpha faces what some experts call a literacy crisis. In 2022, only 33% of U.S. fourth graders were proficient in reading, the lowest rate in decades, down from 37% in 2017. That means two-thirds of 9- and 10-year-olds could not read at grade level, sparking widespread concern. Teachers report capable readers often avoid “complex or extended texts,” gravitating instead toward summaries and short-form content. The pandemic amplified these issues, disrupting early-grade instruction just as foundational skills were developing.
For higher education, this means incoming students may be digitally fluent yet uneven in academic literacy. Colleges will need bridge programs, tutoring, and first-year support to close gaps. Recruitment and communication strategies may also have to evolve, favouring concise text, visuals, and interactive formats better suited to Gen Alpha’s reading habits. At the same time, institutions can play a role in reversing these trends through innovative, tech-enabled literacy initiatives.
Example – New York City’s “NYC Reads” Phonics Initiative:Confronting a worrying drop in reading proficiency, the nation’s largest school district has overhauled how it teaches literacy. In 2023, New York City launched “New York City Reads,” a campaign to put “proven science-of-reading and phonics-based methods” at the core of all elementary instruction. Starting in the 2023–24 school year, every NYC public elementary school must adopt one of a few evidence-based, science-of-reading curricula, replacing the patchwork of programs used previously.
5. Behavioural and Mental Health Challenges in the Classroom
Teachers often describe Gen Alpha as creative and curious, but also more difficult to manage with traditional classroom discipline. Surveys show that misbehaviour and student morale have worsened since the COVID-19 pandemic, with many children struggling to focus, regulate emotions, or manage anxiety and depression. Some educators even lament that “the bar is the floor” when it comes to classroom readiness, as basic social skills and self-control lag behind earlier cohorts.
A major driver is digital overstimulation. Constant access to screens and instant entertainment has shortened attention spans, making structured, slower-paced classrooms feel tedious. Pandemic disruptions only compounded this problem, fueling apathy and disengagement. Pediatric experts warn that Gen Alpha is at higher risk of ADHD, anxiety, and depression than previous generations.
For higher ed, this means preparing for students who may arrive brilliant with tech but uneven in discipline, resilience, and emotional regulation. Colleges will need robust wellness services, proactive support systems, and learning approaches that balance rigor with engagement.
Example, in the United States, several states have passed laws to ensure students learn about mental health and get support. In 2019, Florida approved a rule requiring at least five hours per year of mental-health instruction for students in grades 6–12. Florida’s policy mandates at least “five hours of required instruction related to mental and emotional health” per year for students in grades 6–12. Lessons include recognizing signs of mental illness, finding help, and developing healthy coping strategies. Other states (such as New York and Virginia) have instituted similar requirements for integrating mental health into health education classes.
6. Independent Learners With a Skeptical Eye for Authenticity
Gen Alpha has grown up believing that knowledge is always just a click away. Many already feel that “there is nothing their teacher can teach them that they cannot discover online.” Information is available 24/7 through Google, YouTube, or even AI assistants, and this has fueled both independence and skepticism. They don’t passively accept authority; instead, they cross-check, self-learn, and seek multiple perspectives before forming opinions.
This independence comes with a demand for authenticity. They are wary of polished institutional messaging and are more likely to trust peer voices, reviews, and unfiltered student experiences. For universities, that means transparency will matter more than prestige. Peer-to-peer storytelling, student ambassadors, and honest engagement will resonate far more than glossy brochures.
Example,Lancaster University: In 2020, it engaged its student ambassadors to create content for a digital open-day campaign on TikTok. Students filmed honest, playful snippets about campus life and academics, which the university then used as ads. The result: over 10 million impressions and strong engagement from prospects.
7. Values-Driven: Inclusivity, Empathy, and Social Impact Matter
Generation Alpha is growing up in an era defined by both upheaval and progress, from climate change and social justice movements to greater representation in media. As a result, they are emerging as a values-driven cohort that places inclusivity, empathy, and impact at the core of how they see the world.
Research underscores this: Gen Alpha is growing up amid greater diversity and social awareness; U.S. children are increasingly diverse (about a quarter are Hispanic), and this cohort places strong emphasis on inclusion, fairness, and real-world impact. Many are drawn to careers that help the planet or improve lives, and they value authentic representation in media. Family and peer relationships remain central.”
For higher education, the implications are clear. Gen Alpha students will actively seek institutions that live their values, not just promote them. Colleges that demonstrate real commitments to sustainability, equity, and diversity, and that showcase authentic student voices leading these efforts, will stand out. This generation will be drawn to campuses where community, inclusivity, and social responsibility are visible every day.
Example, Connecticut’s Statewide Inclusive Curriculum Law: Gen Alpha’s commitment to inclusion and representation has already influenced legislation. In Connecticut, high school students successfully advocated for a more diverse history curriculum, leading the state to adopt a groundbreaking African American/Black and Puerto Rican/Latino studies requirement. Starting fall 2022, every Connecticut high school must offer an elective course on these communities’ contributions to U.S. history. The change came after students testified that their standard history classes “didn’t reflect their heritage.”
8. New Learning Preferences: Hybrid, High-Tech, and Hands-on
Gen Alpha has grown up in classrooms that blend formats, from traditional to fully remote. They’re highly flexible learners, with many indicating a preference for hybrid models and a minority favouring strictly on-campus courses. Many are open to fully remote learning if it’s engaging and high-quality.
Technology is central to their expectations. Sector surveys report expectations that universities will provide or loan essential devices like laptops or tablets. While 84% own smartphones, many lack personal laptops, highlighting their assumption that institutions will supply what’s needed. Fast Wi-Fi, mobile-first platforms, and seamless online access aren’t perks; they’re the baseline.
Gen Alpha also embraces emerging tech: Many are curious about AI tools (e.g., chatbots) and coding, often exploring these independently; in higher education, pilots increasingly integrate AI into coursework. Combined with their preference for project-based, experiential learning, this signals a need for universities to deliver hybrid, tech-enhanced, and hands-on programs that balance flexibility with meaningful outcomes.
Example, Bowdoin College’s Tech-Equipped, Experiential Learning:In addition to format flexibility, Gen Alpha craves hands-on, tech-enabled experiences. Bowdoin College (USA) exemplifies how institutions are responding on both fronts. Beyond providing every student with a MacBook Pro, iPad mini, and Apple Pencil (to ensure digital access), Bowdoin has invested in what it calls “digital equity…in tools essential for success in the twenty-first century.” All students and faculty have access to course-specific software and creative apps, leveling the field so that a geology major can 3D-model rock formations and an art student can experiment with Adobe Illustrator.
9. College on the Radar: High Aspirations, High Expectations
Despite speculation about younger generations skipping college, Gen Alpha shows strong intent to pursue higher education, yet with heightened expectations.
High Aspirations:Recent surveys indicate strong intent among teens to attend university; at the same time, expectations around flexibility, outcomes, and value are rising. Globally, demographers predict that over half of Gen Alpha will earn a degree, surpassing Gen Z.
Parental Influence: Raised largely by Millennials, Gen Alpha has absorbed a strong emphasis on education as a pathway to opportunity.
Example: The University of Arizona runs an annual “Arizona Road Trip” program where high school freshmen and sophomores visit campus for a day. The program brings high school freshmen and sophomores to campus for a day, giving an early taste of university life. Such programs are responses to parental interest – surveys by Morning Consult show that about 79% of Gen Alpha parents expect their child to get a four-year degree. Universities are capitalizing on this by expanding outreach to elementary and middle schools as well (STEM camps, coding competitions, etc., for young students).
Consumer Mindset: They view education as a service, expecting customization, relevance, and alignment with personal values. Academic reputation and location rank highest in their decision-making, closely followed by career outcomes.
Campus Expectations:
Tech-forward infrastructure: fast Wi-Fi, device support, smart study spaces, will be assumed, not optional. As one expert cautioned, “You can’t wake up and suddenly fix bandwidth or charging access when the Alpha generation arrives; you have to plan.”
Flexible learning formats: hybrid classes, online options, and stackable credentials – will matter.
Outcome-driven opportunities: internships, industry ties, and career development – will weigh heavily.
Bottom Line: Gen Alpha won’t dismiss higher ed; in fact, they’re poised to engage with it more than any previous cohort. But universities must deliver an experience that feels modern, future-focused, and worth the investment.
10. Preparation Is Key: Is Higher Ed Ready for Gen Alpha?
The oldest members of Generation Alpha will begin entering higher education in the late 2020s. That means colleges and universities need to start adapting now. Rising costs, shifting student expectations, and rapid digital change are already reshaping higher ed—and Gen Alpha will accelerate the pace.
Here’s how institutions can prepare:
Invest in Technology and Infrastructure
Ensure campus-wide high-speed connectivity, modern IT support, and cybersecurity.
Provide device support and experiment with AI tutors, adaptive learning platforms, and data analytics.
Evolve Teaching and Curriculum
Train faculty in hybrid pedagogy, active learning, and educational tech.
Update curricula with future-focused topics like AI literacy, digital ethics, and climate change.
Example: MIT’s Experiment with an AI Physics Tutor: At MIT, educators are rethinking course design itself with Gen Alpha’s digital proclivities in mind. In the introductory Physics I course (mechanics), MIT implemented an LLM-based tutor system to assist students with problem-solving practice. Essentially, the instructors developed a custom interface on top of ChatGPT where students can work through physics problems step-by-step, check the correctness of each step, and even request hints or explanations if they get stuck. This tool generates new practice problems on demand and flags any discrepancies between the student’s solution and the expected approach.
Enhance Student Services and Support
Expand academic tutoring, bridge programs, and wellness services.
Train advisors to handle highly informed, skeptical students who will come with detailed questions.
Foster Authentic Community
Create avenues for student voice and feedback.
Build inclusive, peer-driven communities both on-campus and online.
Communicate Value Clearly
Provide transparent data on graduate outcomes, alumni impact, and real career pathways.
Bottom line: Gen Alpha could inject creativity, entrepreneurship, and fresh ideas into higher ed. Institutions that start preparing now will be best positioned not only to serve this cohort but also to learn from them and innovate alongside them.
Example: MIT has implemented use cases in several courses where generative AI (LLMs) serve as practice tools or “tutors.” For instance, in their Physics I class, they used AI to provide guided practice problems, discrepancy checks, and support material for students to work through before live problem sessions. This model shows how institutions are integrating AI and digital tools directly into the curriculum to enhance learning, another example of the readiness higher ed will need for Gen Alpha.
Generation Alpha represents a new beginning for higher education. Born fully into the digital era, shaped by global events like COVID-19, and driven by values of inclusivity, empathy, and social impact, they will arrive on campus with high aspirations and equally high expectations.
Is Gen Alpha harder to teach? They can be challenging to teach with traditional methods, yes. Teachers find that Gen Alpha students often won’t passively sit through lectures or worksheets – their digitally trained brains crave interaction and stimulation. Standard classroom management tactics sometimes falter, as these kids might be less patient and more prone to distraction if not engaged.
Additionally, some arrive in class with weaker basic skills (due to the factors discussed above), making teaching them the usual curriculum harder without remediation. However, “harder to teach” doesn’t mean unable to teach; it means educators must adapt.
For colleges and universities, this means preparation cannot wait. From investing in digital infrastructure and adaptive teaching methods to strengthening student support services and demonstrating authentic values, institutions must begin laying the groundwork now. Gen Alpha will look for education that is flexible, technology-driven, and deeply connected to real-world outcomes.
The encouraging news is that these students are resilient, creative, and eager to make a difference. By embracing innovation and authenticity, higher ed has an opportunity not just to serve them well, but to evolve alongside them, building a learning environment that reflects the future they are poised to shape.
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Frequently Asked Questions
Question: What is the learning style of Gen Alpha? Answer: Gen Alpha students tend to be visual, interactive learners who are comfortable multitasking in digital environments. They often prefer short-form content and videos (having grown up on platforms like YouTube and TikTok) and learn well through gamification and hands-on exploration.
Question: What is the education of the Alpha Generation like? Answer: Generation Alpha’s educational experience has been distinct. They’ve grown up with personal technology from day one, many using tablets in preschool, and experienced hybrid or remote learning early due to COVID. Generation Alpha education is more personalized and tech-infused than past generations. Gen Alpha students often use online resources (YouTube, learning apps, even AI tools) alongside formal schooling. Going forward, they are expected to be the most educated generation in history, with over half projected to earn university degrees.
Question: Is Gen Alpha harder to teach?
Answer: They can be challenging to teach with traditional methods, yes. Teachers find that Gen Alpha students often won’t passively sit through lectures or worksheets – their digitally trained brains crave interaction and stimulation. Standard classroom management tactics sometimes falter, as these kids might be less patient and more prone to distraction if not engaged.
Demartravion “Trey” Reed was a 21-year-old student at the Mississippi institution.
Andrew Caballero-Reynolds/AFP/Getty Images
Delta State University has been rocked by the discovery of a Black student’s body hanging from a tree in the middle of campus on Monday.
Demartravion “Trey” Reed was a 21-year-old student at the Mississippi institution. Recalling a long, painful history of lynchings, his death has spurred an outpouring of grief and anger across the country.
The Bolivar County Coroner’s Office said on Monday that a preliminary examination of Reed’s body showed no evidence of foul play, including “any lacerations, contusions, compound fractures, broken bones or injuries consistent with an assault.”
But Reed’s family members are calling for their own investigation, including an independent autopsy, and have demanded access to video footage that might reveal more details of his death.
“From the beginning, the family has been seeking transparency in this investigation,” Vanessa J. Jones, an attorney representing the family, told Inside Higher Ed. “Especially after a tragic incident like this occurs, and you’re dealing with a state that has a past history which includes a painful history of racial violence … transparency is paramount.”
The Reed family’s distrust in the handling of the student’s death was deepened when officials allowed his mother to view her son’s body from the neck up only, Jones said.
Officers also shared conflicting details of Reed’s death when they first spoke to his family, Jones said. According to Jones, the Grenada County Sheriff’s Department went to Reed’s grandfather’s home on Monday and said Reed was found dead in his dorm room “from an apparent suicide.”
Prominent civil rights attorney Ben Crump has taken on the family’s case and said in a post on X that he will lead a team of civil rights leaders and organizers in “pursuing transparency for Trey’s family.”
“We cannot accept vague conclusions when so many questions remain,” he wrote. Crump described Reed as a “young man full of promise and warmth, deeply loved and respected by all who knew him.”
Lawmakers are also demanding more information.
“We’ll never have true justice for Trey, because that would mean he would still be with us—but there must be answers,” Massachusetts representative Ayanna Pressley wrote on X.
Mississippi representative Bennie G. Thompson called for a federal investigation into Reed’s death.
“It is always a tragedy when a young life is cut short,” Thompson said in a statement. “We must leave no stone unturned in the search for answers. While the details of this case are still emerging, we cannot ignore Mississippi’s painful history of lynching and racial violence against African Americans.”
Updates From the University
At a press conference Wednesday, Delta State University president Daniel J. Ennis said Reed’s loss was “devastating” and “the manner of how Trey was discovered has stirred many emotions in this community and many emotions around the state and the nation.”
Ennis reiterated the coroner’s early conclusions but said he recognized the psychological impact of Reed’s death. “This is not only about facts,” Ennis said. “It’s about emotions and it’s about feelings and the way this loss and how it was discovered affects people’s lives.”
Ennis, who is white, said he acknowledged his weakness in not being “adequate to speak to the imagery that this incident raises.”
Delta State serves roughly 2,800 students, about 40 percent of whom are Black. Ennis said the campus has been receiving threatening phone calls and messages since Reed’s death.
“I can say that my heartbreak is comprehensive, not just for Trey—although it is primarily for Trey—but for the fact that the rest of the world has an impression of Delta State that is so at odds with what I know to be this institution,” which is “the joy and the grace of people living and working together and respecting each other,” he said.
Mike Peeler, Delta State University chief of police, told the press that Reed’s body was transported to the Mississippi State Medical Examiner’s Office for a full autopsy on Wednesday morning. Authorities expect preliminary autopsy results within 24 to 48 hours. He said DSU Police, the Cleveland Police Department, the Mississippi Bureau of Investigation and the Bolivar County Sheriff’s Office planned to update the public on the findings after first meeting with Reed’s next of kin.
He told reporters law enforcement officials were reviewing relevant video, but he couldn’t offer any more details. Peeler also said he had no information about Reed’s family being told his death took place in his dorm room.
He emphasized during the press conference that “this is an isolated incident” and “there are currently no active threats to the campus,” which “remains a safe environment for students, faculty and staff.”
‘Heartbroken’ Students
Nonetheless, the grisly incident has frightened Black students on campus.
“Hearing that happened to another Black student, it really makes me feel unsafe,” a Delta State student, Stacie Hoskins, told WAPT16.
The nature of Reed’s death has had an emotional impact on Black students on other campuses as well; some treated it as a foregone conclusion that Reed was killed and issued statements of support to fellow students.
The Black Student Union at Illinois State University directed students to campus counseling resources, and its executive board said it was “heartbroken by the tragic loss of Trey Reed, whose life was cut short by a horrific act of violence.”
North Carolina A&T University’s NAACP chapter posted on Instagram that Reed “could have been any of us. Any Black student. Any campus.”
“Our education is under attack. Our sanity is under attack. Our very existence is under attack,” the chapter said. “We refuse to stay silent. Black lives matter. Black students matter. Always.”
University budgets across the country are broken. Overall revenue and accumulated financial support appear to be declining for a wide variety of reasons.
New funding policies, administrative reorganizations such as those at the Department of Education, lean fiscal times for states, diminished regard for higher learning, fewer requirements for degrees among employers hiring for entry-level positions and the impact of artificial intelligence all come together to reduce the pool of new students, tuition revenues and grants. As a result, new initiatives are stifled unless they show promise to immediately reduce costs and generate new revenue.
The cost of developing, designing and teaching classes is often largely determined by the faculty and staff costs. Long-running lower-division classes at some universities may be taught by supervised teaching assistants or adjunct faculty whose salaries are lower than tenure-track faculty’s. However, we are now confronted with highly capable technologies that require little to no additional investment and can bring immediate revenue positive opportunities. Each university very soon will have to determine to what extent AI will be permitted to design and deliver classes, and under what oversight and supervision.
However, few of us in higher ed seem to realize that such technologies are freely available today. The tsunami of new and improving AI technologies has inundated us over the past three years so quickly that many in academe have not been able to keep up.
Case in point is the rapidly expanded and enhanced AI app. We know them by the names Gemini, ChatGPT, Claude and a few others that we tried out in 2023 or 2024. Early on, they were deficient in many ways, including hallucinations and a strictly limited number of words you could put into a prompt. That has largely changed, though hallucinations can still happen—which is why it is good practice to compare prompts submitted at multiple sites, as has been suggested previously in this column.
AI is now capable of teaching higher learners in a highly sophisticated way. Given a thoughtful, detailed prompt, it is able to implement most of the proven pedagogical approaches, many of which are unknown to our teaching faculty. It is able to dig more deeply into a topic with more recent data than many of the faculty members are using. It can interpolate, extrapolate and pursue conjectures to their statistical conclusions, revealing unexpected outcomes. It can be friendly, supportive, patient and also challenging at the appropriate times.
My point is that the prompt today can be a most powerful teaching tool that can consistently create a robust, engaging learning environment. It can even offer material through a variety of pedagogies. A well-written, detailed prompt can be the equal of many of our teaching assistants, adjunct faculty and, yes, full-time faculty members who have not been deeply trained in effective pedagogy and current practice.
Let’s test out one of these technologies right now!
This one below, shared by the “There’s an AI for That” newsletter, provides an online tutor to teach students using an assortment of time-tested technologies and pedagogies. The first step begins with merely a prompt, albeit not a short one. The Interactive Learning Tutor is a virtual instructor that runs on the leading frontier AI app models (Gemini, ChatGPT and Claude). Most interesting is not only the vast range of topics it is prepared to deliver, but the range of pedagogies it will enable at the request of the learner. So, the learner can pick their pedagogy rather than being subject to the designer’s and instructor’s choice of teaching and learning methods.
“This prompt turns AI into a dual-role system that first helps learners choose the most effective study techniques for their subject, then switches into live teaching using those chosen methods. In Navigator Mode, the system gathers details about what the user wants to learn and how they prefer to learn it, then presents a curated set of three to five evidence-based methods from its catalog. Each method is explained in depth, with strengths, limitations, step-by-step applications and concrete examples tied to the user’s subject. It also suggests learning archetypes, outlines pitfalls and fixes, creates an integrated action plan, and provides tools like reflection prompts, comparison tables, and pathways matrices to help learners see their options clearly.”
This is a highly qualified virtual teaching assistant, eager and well prepared to take on the task of teaching an individual in an online tutorial or class. Imagine 30 students, with a week or so initial orientation, running this app to achieve specified learning outcomes in an engaging, interactive way. The materials provided in the individual tutorial could be augmented through a syllabus of supplementary readings, reference materials and periodic assessments leading up to a final project or paper to be submitted individually or by groups in the class. The prompt and app take over the most important role of engaging and guiding the student in ways proven to be successful.
So, let’s give this a road test! Step one is to copy the 1,112-word prompt that begins with and ends with . Paste this into the input box of your chosen AI app and press enter. After a brief moment for processing, the app will reply with an invitation to share the topic about which you would like to learn. This would be defined by the instructor of the course along with the learning outcomes for the class. As an enthusiastic learner who is going to attend an outdoors bluegrass music festival today, I typed in, “I want to learn about bluegrass music, including how it evolved, its popularity, the geographic range of its performance, the instruments used and cultural impact.” Including such learning outcomes will streamline the process for later assessments.
Gemini replied, “That’s a fantastic topic! Bluegrass music has a rich history and a vibrant culture. We can definitely break down its evolution, instruments, and cultural impact.” Gemini went on to write,
Now, to help me suggest the best learning methods for you, could you tell me a bit about how you prefer to learn? For example, when you’re trying to understand something new, do you find it helps to:
Discuss it and ask lots of questions?
Organize information visually, maybe with timelines or diagrams?
Listen to examples (like different songs) and connect them back to the concepts?
Try to explain it to someone else to make sure you’ve grasped it?
Gemini also offered a personalized action plan to set the schedule.
Integrated Action Plan
Immediate Actions (First 1-2 Hours): Use the Socratic method to generate a list of foundational questions about bluegrass. Use dual coding to create a simple timeline of major events (e.g., Bill Monroe forms the Blue Grass Boys, Earl Scruggs joins, the Newport Folk Festival).
Medium-Term Actions (First Week): Use the Storytelling method to weave those timeline events into a narrative about the birth of the genre. Pick one specific concept (e.g., “the high lonesome sound”) and use the Feynman technique to explain it in your own words.
Long-Term Actions (Ongoing): Continue to build out your visual library (dual coding) with instrument diagrams and regional maps. As you learn more, continuously refine your core story (Storytelling) and test your understanding of complex subtopics (Feynman technique).
Further details were shared by Gemini in table format to ensure that the learner understood the different approaches. Then it gave me, the learner, the chance to affirm that I wanted to blend those modes. And then we were off and running.
This format seems ideal to prototype just-in-time certificate programs, over-demand programs where insufficient numbers of faculty are readily available and other instances where time or finances may not permit full design and teaching staffing. Carefully monitor each student by asking them to share their exchanges with the app. Be vigilant to protect the learner’s FERPA rights. Use secure methods for quizzing and other assessments. Compare the outcomes to other such classes and gather feedback from the participating learners. Modify the original prompt to meet your needs and refine the results for the next offering.
