Tag: Embrace

  • Academic Libraries Embrace AI

    Academic Libraries Embrace AI

    Libraries worldwide are exploring or ramping up their use of artificial intelligence, according to a new report by Clarivate, a global information services company.

    The report, released Thursday, based its findings on a survey of over 2,000 librarians across 109 countries and regions. Most respondents, 77 percent, worked at academic libraries. The survey found that 67 percent of libraries were exploring or implementing AI this year, up from 63 percent last year; 35 percent were still in the evaluation stage.

    Academic libraries incorporated AI into their work at a higher rate than libraries over all, the report found. Only 28 percent of academic libraries had no plans to use AI or weren’t actively pursuing it, compared to 54 percent of public libraries. Academic and public libraries also had different priorities, with student engagement top of mind for academic librarians and community engagement the central mission for public librarians. Libraries’ top objectives for AI use were to support student learning and help people discover new content.

    Libraries tended to be further along in implementing AI if they incorporated AI literacy into librarians’ onboarding and training, gave librarians dedicated time and resources to learn AI tools, and had managers who encouraged AI implementation. Librarians in the process of implementing AI reported feeling optimistic about its benefits, compared to other librarians.

    However, AI adoption, and optimism, varied by region. For example, U.S. libraries lagged in AI implementation, and only 7 percent of librarians surveyed said they felt optimistic about it; in Asia and the rest of the world, that share fell between 27 and 31 percent. The report also found differences in attitudes toward AI among senior and junior librarians. Senior librarians, who served as associate deans, deans and library directors, expressed more confidence in their knowledge of AI and prioritized using it to streamline administrative processes, compared to junior librarians.

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  • More Law Schools Embrace AI

    More Law Schools Embrace AI

    Photo illustration by Justin Morrison/Inside Higher Ed | Maxxa_Satori and PhonlamaiPhoto/iStock/Getty Images

    As more and more law firms integrate generative artificial intelligence into their practices, a growing number of law schools are preparing future lawyers to adapt.

    Nearly three years after OpenAI’s ChatGPT went mainstream—followed by Anthropic’s Claude, Google’s Gemini and a host of other similar platforms—some 30 percent of law offices are using AI-based technology tools, according to data published by the American Bar Association this past spring. While ChatGPT is the most widely used, legal research–specific tools, such as Thomson Reuters’ CoCounsel, Lexis+ AI and Westlaw AI, are also catching on in the sector.

    At the same time, 62 percent of law schools have incorporated formal opportunities to learn about or use AI into their first-year curriculum; 93 percent are considering updating their curriculum to incorporate AI education. In practice, however, many of those offerings may not be adequate, said Daniel W. Linna Jr., director of law and technology initiatives at Northwestern University’s Pritzker School of Law.

    “Law firms are starting to expect more and more that students will be exposed to this in law school,” he said. “But they also understand that the current reality is that not many law schools are doing much more than basic training. And some may not even be doing that.”

    AI-Savvy Will Have ‘Leg Up’

    At its best, experts believe AI has the power to make lawyers more efficient and accurate, as well as the potential to expand public access to legal services. But as fake citations and misquotes appearing in AI-generated legal filings have already shown, lawyers need more than access to these tools to get the most out of using them. They need to know how they work and recognize their limitations.

    “Law schools have to prepare students to be intentional users of this technology, which will require them to have foundational knowledge and understanding in the first place,” said Caitlin Moon, a professor and founding co-director of Vanderbilt Law School’s AI Law Lab. “We have to preserve that core learning process so that they remain the human expert and this technology complements and supports their expertise.”

    It’s not clear yet the extent to which AI will reshape the legal job market over the next several years, especially for new lawyers whose first jobs after law school have historically involved reviewing documents and conducting legal research—two areas where AI tools excel. According to one interpretation of a new report from Goldman Sachs on how AI could affect the workforce, 17 percent of jobs in the legal sector may be at risk.

    “Law firms on the cutting edge of innovation are certainly trying to figure out how leveraging this technology improves their bottom line,” Moon said. “For recent graduates, those who are coming into firms with an understanding and familiarity with AI have a leg up.”

    Pressure on Law Schools

    Regardless of what’s to come, all this uncertainty is putting pressure on law schools across the country to meet the moment, said Gary Marchant, faculty director of the Center for Law, Science and Innovation at Arizona State University’s Sandra Day O’Connor College of Law, which began offering an AI specialization last year.

    “It creates a requirement for law schools and law firms to train future lawyers differently, so that they learn some of the third- and fourth-year associate skills while they’re still in law school,” Marchant said. “Even if AI doesn’t advance any further, it’s already come so far that it’s transforming the practice of law, and it could change even more. Right now, the conclusion is that lawyers who know AI will replace lawyers who don’t know AI.”

    Recognition of that reality drove the University of San Francisco School of Law to become the first in the country to integrate generative AI education throughout its curriculum. Those efforts will be aided through partnerships with Accordance and Anthropic, the school announced last week.

    “AI is something every student needs to understand, no matter what kind of law they want to do,” said Johanna Kalb, dean of USF’s law school. “Given how quickly these AI tools are improving and becoming more specialized, each of these innovations is going to change what lawyers are being asked to do and what skills they really need.”

    While USF may be one of the few law schools with an AI curriculum mandate, 55 percent of programs offered specialized courses designed to teach students about AI in 2024, according to the most recent available ABA data.

    That percentage has likely increased over the past year, said Andrew Perlman, dean of Suffolk University Law School and a member of the ABA’s Task Force on Law and Artificial Intelligence.

    This fall Suffolk’s law school, which launched one of the country’s first legal technology programs nearly a decade ago, is requiring all first-year students to complete a custom generative AI learning track as part of its course on legal practice skills.

    “There was a lot of hesitation early on about how useful AI may be inside law practices, but there is now an increasingly widespread recognition that hiring lawyers who understand both the traditional methods of practicing law and have the ability to embrace AI is a useful combination,” Perlman said. “Training students with that new skill set is going to put our graduates in a better position to succeed in the long run.”

    Jacob Levine, a second-year student at Harvard Law School, got a taste of the demand for that balance during an internship at a law firm this summer.

    “AI was a tool that was present and using it was permitted, but there was a lot of emphasis on gauging the ability of the individual to be able to do the analytical work that’s expected of a young attorney,” he said. “It’s important to know how to use AI but not purely rely on it and use it blindly. A big part of being able to do that is knowing how to do everything yourself.”

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  • As universities embrace the civic, they must transcend activist/academic binaries

    As universities embrace the civic, they must transcend activist/academic binaries

    Everyone has their own expertise. For academics, that expertise leads to intellectual authority. Some happily choose to use that authority in the cause of activism. Others cringe at the thought, fearing the overtly political and a loss of actual or perceived objectivity.

    The debate as to whether academics can be or should be activists is alive and well. But, as universities across the UK (re)discover their civic purpose, institutional spaces for overtly activist academic work are emerging.

    One such space is that offered through activist-in-residence (AiR) schemes. Typically hosted by university research centres, these programmes invite activists to work alongside academics and students on projects with a social justice focus. The activists gain access to institutional resources, collaborating with their hosts through a wealth of mutually transformative and enriching encounters that may challenge traditional academic practices. Such schemes are relatively rare in the UK but more common in North American higher education institutions.

    Oppositional or diplomatic activism?

    Ronald Barnett has said that academic activism can lend itself to an array of stances. He suggests that activism in universities may be situated along two sliding axes – diplomatic/oppositional and individual/collective actions. Oppositional to the state, to the status quo, versus a diplomatic willingness to engage with powerful institutions.

    But let’s face it, universities often are powerful institutions perpetuating the status quo. And anyway, can you really be activist within institutional structures? For some, it’s a clear “no”. When our Queer@King’s research centre at King’s College London launched a call for activists to join a pilot AiR scheme, several rejected the invite, concerned to connect their queer activism to oppressive institutional structures.

    However, for those willing to accept such an invite, there’s the potential to become a (diplomatic) institutional irritant. Here, we view the work of AiR schemes as that of “collective diplomacy”. Residencies carve out institutional spaces for academics and activists to unite around a social justice cause, practising theory-informed activism and activism-informed theory.

    Those engaged in AiR schemes might act as tempered radicals, working subtly to forge change, both within and beyond institutions. Quiet acts of rebellion, compared to the vocal stridency of their oppositional cousins.

    Transcending the binary

    Back in 2023, we launched four new AiR schemes in the Faculty of Arts and Humanities at King’s College London. Since then, we’ve followed the journeys of the activists and academics involved as they walk the tightrope between conformity and rebellion.

    The schemes, which involved four discrete research centres, have recently concluded. They spanned diverse areas – from decolonising wellness practices to challenging media narratives on race and migration, from reclaiming language justice to reframing the lived expertise of women with HIV. The communities engaged were equally diverse – French anti-racists, diaspora communities from East and Southeast Asia, movement artists, radical translators, poets, community organisers, a charity supporting women with HIV.

    Despite thematic differences, what united the schemes was a commitment to co-creation, disrupting institutional norms, and centring knowledge that often remains undervalued or excluded from academia.

    Activists have, quite rightly, long been wary of universities’ historical tendencies to extract knowledge without genuine reciprocity. Our AiR schemes attempt to shift this, striving for shared authorship and long-term relationship-building over transactional engagements. Academics, meanwhile, began questioning their own positionality. Several noted how the process helped them to see the activist within. Someone who takes a different approach from big marches or picket lines. Someone who instead, operates in a different sphere, with different tools from conventional protest.

    A core element of the schemes involved deep conversations in which participants explored different ways of “being”, “doing”, and “knowing”, navigating creative tensions that ignited activist potential. Engagement in transformational dialogue demanded a rethinking of traditional academic hierarchies.

    A striking outcome was the impact on identity. Many participants shifted from seeing themselves as strictly ‘academic’ or ‘activist’ to occupying a hybrid space—the activist-academic or the academic-activist. As one participant put it:

    I’ve learned to see myself as an academic-activist, rather than assuming that activism is something distinct from what I do as a researcher.

    Others reflected on how their roles had become more fluid, disrupting rigid institutional scripts about who generates knowledge, and how.

    The schemes were not without tension. Bureaucratic barriers, power imbalances, and institutional inertia were recurrent frustrations. Activists were often faced with institutional red tape, while academics navigated the challenge of validating non-traditional forms of knowledge in spaces structured around rigid frameworks. Yet, the schemes demonstrated that universities could serve as incubators for new forms of activism and collaboration – if they are willing to do the hard work of structural change.

    The future of AiR schemes

    AiR schemes must be more than symbolic gestures. Universities must actively dismantle the barriers that limit their potential: from rethinking funding structures that exclude grassroots activists to challenging rigid research output models that fail to recognise activist knowledge production. And of course, always ensuring that sustained funding is made available.

    As universities embrace their civic role, they should go beyond the activist/academic binary. The most powerful insights from AiR schemes come not from forcing these categories into opposition, but from allowing them to blur, evolve, and co-exist.

    For the academic hesitant to embrace activism, AiR schemes provide a pathway for engaged scholarship. For the activist wary of academia, they offer a chance to disrupt from within. And for the university itself, they provide a critical mirror, one that reveals its complicity, its contradictions – but also, its potential as a site of radical possibility.

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  • It’s Time for Higher Education Leadership to Embrace ‘Good Trouble’

    It’s Time for Higher Education Leadership to Embrace ‘Good Trouble’

    Dr. Detris AdelabuOn the day of his death in 2020, an op-ed appeared in the New York Times, pre-written by Congressman John Lewis, urging Americans to stand up for justice and what he called “good trouble, necessary trouble.  Even in his death, Congressman Lewis fought for a more equitable America, where every individual recognizes their moral obligation to persist in the struggle for a more just nation.

    The recent Supreme Court decision striking down race-conscious admissions policies, followed by anti-equity legislation across more than 40 states and at the highest level of government, erodes decades of collective efforts to rectify a history of gross social and structural inequities. In higher education, these legislative attacks have led to a decline in Black and Latino student enrollment at selective colleges and universities and have prompted institutions to abandon their commitment to equity.  Universities such as Harvard, Rutgers, Northeastern, the University of Texas, and Louisiana State University are scrubbing their website of all references to diversity, equity, and inclusion, shuttering DEI offices and laying off staff, and scrutinizing the curriculum for any references to DEI.  If ever there was a time for “good trouble” in higher education, that time is now.  But can higher education leadership muster the political will to stand firm for equity?

    Institutional Responsibility and Moral Leadership

    Legislative setbacks to equity beckon colleges and universities to take bold and creative strategies to reaffirm their commitment to equitable access to resources and opportunities in education. Institutions can, for example, place greater emphasis on partnering with under-resourced high schools and expand outreach to marginalized communities to signal their commitment to equity. While such measures are imperfect, they signal a refusal to yield to a regressive interpretation of equity and justice.

    Higher education institutions can leverage their platforms to articulate their mission and commitment to equity beyond their campuses by working together to:

    1. Form Multi-Institutional Alliances to Challenge Anti-DEI Legislation: Colleges and universities can form alliances on a national scale to amplify their collective advocacy against policies that restrict access to resources and opportunities. Sharing strategies and best practices can strengthen collective efforts to promote equity. Dr. Felicity CrawfordDr. Felicity Crawford
    2. Invest in Community Partnerships: By deepening relationships with K-12 schools, particularly those in strategically under-resourced areas, institutions can create robust pathways for diverse talent. Mentorship programs, financial support, and academic preparation initiatives can help bridge gaps in access and opportunity.
    3. Prioritize Transparency and Accountability: By publishing detailed reports on their equity and diversity metrics, institutions can enhance accountability and demonstrate their progress towards equity.

    Upholding the Educational Mission of Higher Education

    The mission of higher education extends beyond the transmission of knowledge. It encompasses the cultivation of informed, engaged, and socially responsible citizens. Failing to prioritize equity undermines this mission, leaving graduates ill-equipped to navigate the complexities of a global society. Institutions that acquiesce to the erosion of equity risk not only their reputations but also their relevance in a rapidly changing world.

    Resisting harmful laws and policies that oppose equity is not without risks. Institutions may face political backlash, reduced funding, or legal challenges. However, the cost of inaction—both in terms of societal impact and institutional integrity—is far greater. By taking a principled stand, colleges and universities can position themselves on the right side of history, inspiring future generations to do the same. Equity, when implemented with fidelity, fosters diversity.

    The current sociopolitical landscape presents a defining moment for higher education. Gross social and structural inequities will not resolve themselves. Left unattended, they will continue to generate detrimental social and economic consequences for American society, with effects that can span generations. By developing innovative strategies, advocating for systemic change, and upholding their educational missions, institutions can resist attacks on progress and continue to serve as beacons of opportunity and justice. In doing so, they not only honor their moral and societal obligations but also preserve the transformative power of education for generations to come.Dr. Linda Banks-SantilliDr. Linda Banks-Santilli

    This moment calls for moral leadership in higher education that not only resists the immediate consequences of anti-DEI legislation but also envisions a more just and inclusive future. This moment calls for good trouble. To echo the words of Dr. Martin Luther King, Jr.:

    “In this unfolding conundrum of life and history, there is such a thing as being too late. This is no time for apathy or complacency. This is a time for vigorous and positive action.”

    Dr. Detris Honora Adelabu is a Clinical Professor at the Boston University Wheelock College of Education and Human Development

    Dr. Felicity A. Crawford is a Clinical Associate Professor at the Boston University Wheelock College of Education and Human Development

    Dr. Linda Banks-Santilli is a Clinical Associate Professor at the Boston University Wheelock College of Education and Human Development

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  • Moving Beyond New Year’s Resolutions to Embrace a Multi-Year Enrollment Strategy 

    Moving Beyond New Year’s Resolutions to Embrace a Multi-Year Enrollment Strategy 

     

    Developing New Year’s resolutions for personal growth is something many of us do. Unfortunately, it is often a set-it and forget-it process that is simply reupped the following year. When done correctly, however, creating a resolution that is developed as a sustained, long-term strategy—and that is regularly returned to and adjusted as needed—seems to be the best way to meet our personal goals.  
     
    As enrollment managers, we all have pursued the first approach in our professional lives by evaluating last year’s successes and failures annually, making a few tweaks, and then seeing how it all works out again the following year. The truth of the matter is that this approach was relatively sustainable for a time. Simply buying more names, adjusting the aid-leveraging model annually, or a developing a wider marketing plan often could drive greater enrollments—mostly because those tactics generally were designed to “add more fuel to the fire.” As long as the applications continued to grow, annual tweaks could help to maintain the core enrollments as well as improve on the margins for many institutions.  

     

    The Need for More Effective Strategic Enrollment Strategies

    Unfortunately, outside of key private and public flagship institutions, headwinds have developed over the past decade that are affecting higher education enrollments in significant ways. Ultimately, they may lead to campus closures for some, and to campus financial distress for many. As outlined in a paper from the Federal Reserve Bank of Philadelphia, “Predicting College Closures and Financial Distress,” those pressures include:

    • Post-pandemic enrollment challenges from traditional students (decreasing 15% from 2010-2021).



    • Changes among adult learners (“The number of adult students over the age of 25 has fallen by nearly half since the Great Recession”).



    • Growing competition.



    • A lack of public support for higher education nationally. 

    The combination of all these factors has brought about the need for enrollment managers to develop a wider multi-year strategy that includes tools with the ability to enable deeper, more highly data-informed fine tuning throughout any given cycle. A one-size-fits-all approach to creating a nuanced strategy can no longer work in an environment of shrinking applications and increased competition. 

     

    Liaison’s Partnership Philosophy

    Liaison is uniquely positioned to assist with higher education institutions in a true partnership. With the technology, services, and consultative approach that we provide our partners throughout the nation, we can assist in developing a comprehensive enrollment approach unique to your campus—ranging from single-point to full-enrollment planning solutions that are uniquely tailored to your unique needs. Liaison’s partnership philosophy, technology solutions, and industry knowledge and insights can not only help strengthen your enrollment planning and goals for this year but also set you up for long-term enrollment success.  

     


     

    Craig Cornell is the Vice President for Enrollment Strategy at Liaison. In that capacity, he oversees a team of enrollment strategists and brings best practices, consultation, and data trends to campuses across the country in all things enrollment management. Craig also serves as the dedicated resource to NASH (National Association of Higher Education Systems) and works closely with the higher education system that Liaison supports. Before joining Liaison in 2023, Craig served for over 30 years in multiple higher education executive enrollment management positions. During his tenure, the campuses he served often received national recognition for enrollment growth, effective financial aid leveraging, marketing enhancements, and innovative enrollment strategies.

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