Tag: Higher

  • Letter From a Region of My Mind

    Letter From a Region of My Mind

    Working in journalism left Inside Higher Ed’s co-founder Doug Lederman little time to read for anything but information, so last summer, when he stepped away from 90-hour workweeks, he told me he wanted to watch less Netflix. I said, “Friend, you came to the right place.” Recommending reading is pretty much the only area where I can make solid contributions these days.

    I started Doug out with things I knew he’d like. Chad Harbach’s The Art of Fielding was an early favorite. I moved him along to Jess Walter’s Beautiful Ruins, The Friend by Sigrid Nunez, James (Percival Everett, not Henry), Meg Wolitzer’s The Interestings and loaded him onto the Louise Penny train.

    But just before I headed to D.C. last March for his official farewell party, I assigned him a novel I’d been wanting to reread and liked the idea of book-clubbing with him: John Williams’s beautiful and heartbreaking Stoner. I’ve often given Doug a hard time about—well, everything—but especially the fact that he’s never actually been in higher ed. He’s only peered in from outside with a reporter’s magnifying glass, exposing our flaws and fault lines, doing his essential duty as a journalist.

    When Doug asked me to work with him as a thought partner to create a newsletter for upper-level administrators, he wanted to bring tough love to leaders. He confessed to having a case of the fuck-its, disappointed that higher ed has been so slow to change and unwilling to take responsibility for some missteps. As we know, disappointment can only come from love, and is much harder for recipients to bear.

    I responded in my typically tactful fashion, asking him, “Who the fuck are you to have a case of the fuck-its? Do not speak to me of the fuck-its! Have you had to read millions of pages of academic monographs? Have you heard academics complain that their names were too small on book covers? Have you denied thousands of qualified applicants admission to their dream college, or sat through interminable Faculty Senate meetings group-copyediting policies? Have you taught classes that flop or graduate students who just can’t?”

    In other words, I told the co-founder of IHE he had little idea what it was like to be in higher ed, especially from the perspective of a faculty or staff member. Given his role and prominence in the industry, Doug’s attention is always sought after, a high-value treat. In our world, he is beef jerky, not a Milk-Bone.

    I thought it time for him to use his leisure reading to get a deeper understanding of what it’s like to be a regular professor. Not an oversize character like Morris Zapp (my old boss, Stanley) or even Lucky Hank Devereaux (or Lucky Jim).

    Stoner follows the fictional life and career of an English professor at the University of Missouri in the early part of the last century. Early in the novel, and just before the sinking of the Lusitania, the sharpest of a group of three young academics asks his fellows, “Have you gentlemen ever considered the question of the true nature of the University?”

    Mr. Stoner “sees it as a great repository, like a library or a whorehouse, where men come of their free will and select that which will complete them, where all work together like little bees in a common hive.” Mr. Finch, with his “simple mind,” sees it as “a kind of spiritual sulphur-and-molasses that you administer every fall to get the little bastards through another winter.” Finch goes on, naturally, to become a dean.

    But they are both wrong, claims the character named Masters. The university ”is an asylum …. a rest home, for the infirm, the aged, the discontent, the otherwise incompetent.” His self-diagnosis: ”I’m too bright for the world, and I won’t keep my mouth shut about it.” He concludes, ”But bad as we are, we’re better than those on the outside, in the muck, the poor bastards of the world. We do no harm, we say what we want, and we get paid for it.”

    The book, published in 1965, presents characters that feel so current and vibrant you can imagine having a cocktail with them. In the times we now find ourselves, Stoner may become popular again—but not for all the right reasons.

    I have friends who have long said they’re done reading things by dead white men. When Doug and I were in college, that was pretty much the entire curriculum, with the exception of the 19th century gals, an Emily Dickinson here, a Frederick Douglass there. This reluctance is understandable, given how long the canon excluded previously silenced voices. Yet, I don’t discriminate. Stoner offers profound insights into institutional structures that persist today.

    These thoughts were on my mind as I finished my reread just before our flight to D.C. to celebrate Doug’s retirement next chapter, where institutional structures of a different kind awaited us in marble and glass.

    We had half a day before the event and my husband, Toby, and I wanted to be tourists. It had not been my intention to speed-walk through four museums in five hours. (Toby could spend hours in front of one painting, but he loves me and is a good sport.)

    My childhood consisted of trips downstate to see grandparents in New York City, which often involved visits to museums. A favorite was the one that hosted the squid and the whale. Unconsciously, I bought into the primate visions described by Donna Haraway about hierarchies—her critique of how science museums construct narratives of power and evolution that shape our understanding.

    Fifty years later, I was eager to see what had changed. We started at Natural History, moved on to American History, then African American, and ended up at the Holocaust. In March 2025, this journey was not, it won’t surprise you to learn, an uplifting experience. The museums, like higher education itself, told a complex story of American identity that is now under dire threat.

    I sped through to parse the presentation. How did the curators choose to tell the stories, some of which I know well, and which, as an adult, I would always prefer to read? Since I began my career publishing books in American history at Oxford University Press, I’ve imbibed a decent amount of quality scholarship.

    When I became an acquisitions editor at Duke University Press in 1991, I was intrigued by the work of scholars like Kimberlé Crenshaw, Patricia Williams, Mari Matsuda, Derrick Bell and other theorists who used narrative to examine how our legal system perpetuated structural inequalities. Most people weren’t reading law journals back then, and it took a while for those ideas to make it into the mainstream

    Academe cranked open the curriculum to face historical truths not always self-evident: We are a country built on a commitment to diversity, equity and inclusion. At times we fell short of the mark, but the arc of the universe is long, and we were taught the direction in which it bends.

    Except. The rise to power documented in that last somber building we visited reads to me like a blueprint for what’s happening today. Before I could remember not knowing it, my father drilled into me that what it means to be a Jew is there’s always someone who wants to put you in an oven. That was made tangible by the numbers I saw tattooed on the arm of Great-Grandpa Max.

    How much longer will busloads of boisterous students milling around these repositories of culture be able to learn our history? When will the whitewashing take hold so that the ideas contained in the curators’ vision—in the works we’ve published since the latter part of the last century—are mummified?

    One of many chilling moments: coming on a small story I knew from the film Who Will Write Our History? Historian Emanuel Ringelblum organized Jews in the Warsaw Ghetto in 1939 to document unprecedented actions. He collected materials, placed them in milk cans and buried them throughout the city. The archive known as the Oneg Shabbat is housed in Jerusalem at Yad Vashem.

    It was impossible in March not to feel that my colleagues at IHE and other media outlets are busting their butts at a similar task: chronicling the last days of an era of inclusion.

    How long before these exhibits come down, replaced by gold toilets in buildings repurposed for hotels and casinos?

    Just as the bright shining moment of Camelot disappeared for a previous generation, many of us already look back on Hamilton with nostalgia. A too-quick tour of museums in our nation’s capital filled me with love for America and the things that made us great. When I left, all I felt was grief. What happens if we don’t rise to today’s challenge?

    This sobering experience in D.C. brought me back to my conversation with Doug about higher education’s resistance to change. A reading of Stoner should not feel as resonant and familiar as it does. Little about faculty structure and the ethos of academe has evolved in the last century.

    Walking through those endangered halls of American memory, what Doug has long been saying to leaders is urgent: We need more than just better storytelling about higher education—we need to fundamentally reimagine it. And we need to do it now.

    The buried milk cans of our moment will someday be unearthed. The articles, reports and assessments documenting higher education’s struggles will serve as testimony to what we did—or failed to do—in this critical period. My only hope is that they’ll reveal how colleges and universities finally broke free from institutional inertia to continue to do the work of educating our citizenry toward truth and justice for all.

    Note: This reflection was published March 22, 2025, as an issue of The Sandbox. I wanted to share it as part of my new column here for two reasons (and with apologies to subscribers). First, if you’ve been reading the news, you’ll see that I wish I’d been wrong. Just a week after this first came out, the dismantling began. And now we’re seeing a scrubbing of our nation’s history in essential cultural institutions and not just in D.C.

    Also, I got a ton of responses from readers thanking me for putting them onto Stoner. So now, you’re welcome, friends.

    Rachel Toor is a contributing editor at Inside Higher Ed and the co-founder of The Sandbox, a weekly newsletter that allows presidents and chancellors to write anonymously. She is also a professor of creative writing and the author of books on weirdly diverse subjects. Reach her here with questions, comments and complaints compliments.

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  • Howard President Steps Down, Former President Appointed Interim

    Howard President Steps Down, Former President Appointed Interim

    Cheriss May/NurPhoto via Getty Images

    Howard University president Ben Vinson III will step down Aug. 31, two years after assuming the role and two weeks after the start of fall classes, university officials announced Friday. Former Howard president Wayne A. I. Frederick will serve as interim president. 

    “It has been an honor to serve Howard,” Vinson said in a statement. “At this point, I will be taking some time to be with my family and continue my research activities. I look forward to using my experiences as president to continue to serve higher education in the future.” 

    University officials declined to comment about why Vinson is leaving only two years after he took up the helm. During his tenure, the Washington, D.C.–based HBCU became an R-1 research institution and brought on several high-profile faculty, including journalist Nikole Hannah-Jones, author Ta-Nehisi Coates and historian Ibram X. Kendi. The university also hosted Kamala Harris’s election night watch party.

    But the past year has also brought its share of challenges. In May, the Trump administration proposed cutting Howard’s federal funding by $64 million in fiscal year 2026, bringing it back to its 2021 funding level. Over the summer, the administration took heat from students over surprise bills that appeared on their accounts when the university transitioned to a new student financial platform, and some students turned to crowdfunding to pay those bills. 

    “On behalf of the Howard University Board of Trustees, we extend our sincere gratitude to Dr. Vinson for his service and leadership as president,” board chair Leslie Hale said in a statement. “We extend our very best wishes to him in his future endeavors.”

    Frederick, who served as president of Howard from 2014 to 2023, will remain interim president while the board conducts a nationwide search for a permanent replacement.

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  • Fewer Young People See Math Skills as Very Important in Work

    Fewer Young People See Math Skills as Very Important in Work

    Higher education stakeholders have noted that math anxiety can hold students back from pursuing some disciplines or major programs, but a new analysis from Gallup finds that young Americans over all place less importance on math skills compared to the general population.

    While over half of all Americans rate math skills as “very important” in their work (55 percent) and personal (63 percent) lives, only 38 percent of young people (ages 18 to 24) said math skills are very important in their work life and 37 percent in their personal life, according to a December survey of 5,100 U.S. adults.

    The survey highlights generational divisions in how math skills are perceived, with adults older than 55 most likely to see math as very important compared to younger adults, and Gen Z least likely to attribute value to math skills.

    To Sheila Tabanli, a mathematics professor at Rutgers University, the low ratings point to a lack of perceived connection between math skills and career development, despite the clear correlation she sees.

    Tabanli said it can be hard to convince many Gen Z and Alpha students that math content is necessary for their daily lives, in part because access to information is so convenient and they can perform calculations on their phones or online.

    “We need to transition from focusing too much on the concept, the domain, the content—which we do love as math people, otherwise we wouldn’t be doing it for a living—but students don’t see that connection [to employable skills],” Tabanli said.

    When asked how important math skills were for the majority of the U.S. workforce, 40 percent of young adults rated having math skills as very important—the lowest rating of nine skills evaluated, including reading, language, technology and leadership, according to Gallup.

    Young people also rated the importance of math skills for the general workforce, as compared to their own lives, the lowest of all age cohorts. Adults ages 55 to 64 (71 percent) and 65 and older (68 percent) were most likely to say math is a very important skill for the general workforce.

    Most career competencies that colleges and universities teach, such as those by the National Association for Colleges and Employers, focus on broader skills—including critical thinking, leadership, communication and teamwork—as essential for workplace success. Math can teach students how to solve problems and engage with difficult content, which Tabanli argues are just as important for an early-career professional.

    One reason a young adult might not rate math skills highly is because many students face undue math anxiety or a skepticism about their own ability to do math, falling into the belief that they’re not “math people,” Tabanli said.

    In response, Tabanli believes professors should help students apply computational skills to their daily lives or link content to other classes to encourage students to invest in their math learning. While this may be an additional step for a faculty member to take, Tabanli considers it a disservice to neglect this connection.

    Professors can also strive to make themselves and the content more human and approachable by sharing information about their lives, their careers and why they’re passionate about the subject, Tabanli said.

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  • The Swedish higher ed system – Campus Review

    The Swedish higher ed system – Campus Review

    Deputy vice-chancellor of cooperation and innovation at Sweden’s Halmstad University Kristian Widen explained how market forces like IKEA changed the country’s higher education system.

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  • How modern HR tools are helping higher education adapt – Campus Review

    How modern HR tools are helping higher education adapt – Campus Review

    As budget cuts continue to ripple across the education sector, many institutions are being forced to reassess how they manage their workforce. From widespread restructures to heavier workloads, staff are feeling the strain.

    Some academics are now working the equivalent of nine-hour days, 365 days a year. At the same time, some institutions are making difficult staffing decisions in response to multi-million dollar funding gaps.

    These pressures are compounding existing workforce challenges. Human resource (HR) and payroll teams are navigating complex employment arrangements, evolving compliance requirements, and increasing scrutiny around underpayment.

    Without the right systems in place, even minor errors can have significant consequences.

    The limitations of outdated systems

    For many universities and TAFEs, HR and payroll systems haven’t kept pace with the realities of modern education. What may have once worked for a more stable, less fragmented workforce is now creating unnecessary complexity.

    When systems aren’t integrated, data is difficult to reconcile and even harder to act on. Payroll teams are left cross-checking spreadsheets, while HR teams struggle to track performance, training, and entitlements across multiple roles and contracts.

    Manual processes create more room for error, and a lack of visibility makes it harder to ensure compliance. According to McKinsey, automating finance processes can free up 30 to 40 per cent of a team’s capacity.

    Disparate platforms also limit the experience for staff. Employees struggle to access their information, update details, or understand how their workload impacts their pay and entitlements. In a climate where staff are already stretched, that lack of clarity can further impact morale and retention.

    A smarter approach to HR and payroll

    Education providers are turning to integrated enterprise resource planning (ERP) software to automate tasks like timesheet management, onboarding, and performance tracking, thereby freeing up teams to focus on more strategic work.

    We have identified eight benefits of an integrated HR and payroll solution. Payroll becomes more accurate, compliance becomes easier to manage, and leaders gain clearer insights into workforce trends.

    How institutions are making it work

    While workforce challenges persist across the sector, some institutions are proving that the right technology can deliver meaningful change.

    Instead of relying on fragmented systems, organisations like GOTAFE and Victoria University have shown how ERP software, like TechnologyOne’s, can play a critical role in improving payroll accuracy, streamlining HR tasks, and boosting overall efficiency and decision-making.

    These are just two recent TechnologyOne success stories among many, but their experiences reflect a broader shift happening across the sector. More institutions are recognising the value of embracing ERP software that can grow with them.

    How GOTAFE transformed payroll and people management

    We recently saw this shift in action at GOTAFE, which replaced its ageing payroll system with TechnologyOne’s modern enterprise software.

    By moving to our Human Resources & Payroll product, GOTAFE was able to unify its systems and reduce its reliance on manual processes. Staff could manage leave and payslips through self-service tools, while HR teams gained real-time insights into workforce activity and performance.

    The improvements were significant. Contract generation dropped from four days to five minutes. Workforce reports that once took weeks could now be produced in two days. These changes helped the organisation make faster, more informed decisions and improve the employee experience.

    Importantly, the shift was also cultural. GOTAFE moved away from customising the platform to match legacy processes, instead adopting standard functionality to unlock ongoing improvements.

    The result is a more agile, data-driven workforce environment that supports both staff needs and strategic planning.

    Read more about the GOTAFE story here.

    Victoria University improves student experience

    Victoria University recently completed a major digital transformation, replacing legacy platforms with a single enterprise solution with TechnologyOne’s OneEducation. While the project was initially focused on improving the student experience, the impact on staff productivity, reporting, and decision-making has been just as significant.

    Before the shift, the university was operating across a patchwork of disconnected systems. Frequent outages and manual workarounds meant that staff were spending more time managing technology than using it effectively. Reporting was cumbersome, making it difficult to generate insights or respond to changes with confidence.

    By unifying core systems across student management, finance, and scheduling, Victoria University has created a more connected environment for both staff and students. Manual tasks have been replaced with automated workflows. Reporting is no longer a reactive process but an embedded part of everyday decision-making.

    Overall, the university fixed nearly 180 pain points. The result is a more agile workforce environment where time is spent on higher-value work and institutional knowledge is easier to share and act on.

    You can find out more about Victoria University’s transformation here.

    Embrace the future of education software

    From shifting compliance requirements to the increasing complexity of workforce management, legacy systems are no longer equipped to support long-term success.

    Modern enterprise platforms are changing that. In an environment where every hour counts, the ability to streamline tasks and remove administrative roadblocks makes a real difference.

    The next generation of education software is already here. Institutions that embrace it will be better positioned to support their people, respond to challenges, and plan with confidence.

    Invest in TechnologyOne’s Human Resources & Payroll today

    TechnologyOne Human Resources & Payroll (HRP), part of our OneEducation solution, provides universities with real-time workforce insights, automated payroll processing, and self-service HR tools.

    Designed for the unique needs of higher education, it streamlines recruitment, onboarding, and workforce planning, helping institutions manage staff efficiently while ensuring compliance.

    Adapt, evolve, and stay ahead with a solution built for the future of education.

    Do you have an idea for a story?
    Email [email protected]

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  • DOJ Deems Definition of HSIs Unconstitutional, Won’t Defend

    DOJ Deems Definition of HSIs Unconstitutional, Won’t Defend

    Photo illustration by Justin Morrison/Inside Higher Ed | InnaPoka and yongyuan/iStock/Getty Images

    The country’s roughly 600 Hispanic-serving institutions are in peril of losing hundreds of millions of dollars annually from the federal government, after the Department of Justice said it won’t defend the program against a lawsuit alleging the way HSIs are currently defined is unconstitutional. The suit challenges the requirement that a college or university’s undergraduate population must be at least a quarter Hispanic to receive HSI funding.

    U.S. solicitor general D. John Sauer wrote to House Speaker Mike Johnson July 25 that the DOJ “has determined that those provisions violate the equal-protection component of the Fifth Amendment’s Due Process Clause.” Federal law requires DOJ officers to notify Congress when they decide to refrain from defending a law on the grounds that it’s unconstitutional.

    Citing the 2023 U.S. Supreme Court ruling that banned affirmative action in student admissions, Sauer wrote that “the Supreme Court has explained that ‘[o]utright racial balancing’ is ‘patently unconstitutional’” and said “its precedents make clear that the government lacks any legitimate interest in differentiating among universities based on whether ‘a specified number of seats in each class’ are occupied by ‘individuals from the preferred ethnic groups.’” 

    The Washington Free Beacon, a conservative outlet, first reported on the letter Friday. The DOJ subsequently provided Inside Higher Ed with the letter but gave no further comment or interviews.

    The Free Beacon wrote that “the letter likely spells the end for the HSI grants, which the Trump administration is now taking steps to wind down.” The Education Department wrote in an email, “We can confirm the Free Beacon’s reporting,” but didn’t provide Inside Higher Ed an interview or answer further written questions. 

    Just because the executive branch has given up defending the program doesn’t necessarily mean it’s over—or that the group Students for Fair Admissions and the state of Tennessee have won the lawsuit they filed in June. The Hispanic Association of Colleges and Universities moved to intervene in the case late last month, asking U.S. District Court judge Katherine A. Crytzer to add the group as a defendant. She has yet to rule, but the Education Department and education secretary Linda McMahon, the current defendants, didn’t oppose this intervention. 

    The legal complaint from Students for Fair Admissions and Tennessee  asks Crytzer to declare the program’s ethnicity-based requirements unconstitutional, but not necessarily to end the program altogether. Students for Fair Admissions is the group whose suits against Harvard University and the University of North Carolina at Chapel Hill yielded the 2023 Supreme Court decision banning affirmative action in admissions. In the suit over the HSI program, that group and Tennessee’s attorney general, Jonathan Skrmetti, now argue that the admissions ruling means Tennessee colleges and universities can’t use affirmative action to increase Hispanic student enrollments in order to qualify for HSI funding. 

    Deborah Santiago, co-founder and chief executive officer of Excelencia in Education, which promotes Latino student success, said Friday that the Education Department in June “opened a competition to award grants for this fiscal year for HSIs.”

    “There are proposals to the Department of Education right now that they said they were going to allocate,” Santiago said, noting that the program was set to dole out more than $350 million this fiscal year—money that institutions use for faculty development, facilities and other purposes. 

    “The program doesn’t require that any of the money go to Hispanics at all,” she said. For a college or university to qualify for the program, at least half of the student body must be low-income, in addition to the requirement that a quarter be Hispanic. 

    “The value of a program like this has really been investing in institutions that have a high concentration of low-income, first generation students,” Santiago said. 

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  • Ed Dept. Says George Mason Violated Civil Rights Law

    Ed Dept. Says George Mason Violated Civil Rights Law

    John M. Chase/iStock Unreleased/Getty Images

    Gregory Washington, president of Virginia’s George Mason University, must apologize to the university community for “promoting unlawful discriminatory practices” in order to resolve allegations that the institution violated civil rights law, the Department of Education announced Friday.

    The department claims that the university has illegally factored race and “other immutable characteristics” into hiring, promotion and tenure practices since at least 2020.

    Acting Assistant Secretary for Civil Rights Craig Trainor said the unlawful practices began shortly after the murder of George Floyd, when Washington called on faculty and administrators to expunge campus of “racist vestiges” by “intentionally discriminat[ing] on the basis of race.” 

    “You can’t make this up,” Trainor said in the statement. “Despite this unfortunate chapter in Mason’s history, the university now has the opportunity to come into compliance with federal civil rights laws by entering into a Resolution Agreement with the Office for Civil Rights.”

    The Education Department first announced in early July that it would investigate GMU for potentially violating Title VI of the Civil Rights Act, which bars discrimination based on race and national origin. Later that month, the Department of Justice announced it would investigate the institution’s Faculty Senate after the panel passed a resolution in support of Washington, who had been quick to push back on the Trump administration and defend the university’s commitment to addressing social injustice. Many conservatives called for Washington—the institution’s first Black president—to be fired. But the university’s Board of Visitors spared him at a meeting Aug. 1, at least for now, and gave him a raise.

    Trainor said in the statement that “the Trump-McMahon Department of Education will not allow racially exclusionary practices—which violate the Civil Rights Act, the Equal Protection Clause, and Supreme Court precedent—to continue corrupting our nation’s educational institutions.”

    In addition to an apology, the Education Department is demanding that GMU post that statement “prominently” to the university’s website, remove any contrary statements from the past and revise campus policies to prevent future race-based programming. It also wants the institution to begin an annual training session for all individuals involved in recruitment, hiring, promotion or tenure decisions to emphasize the ban on racial consideration and provide records documenting compliance whenever they are requested moving forward.

    George Mason officials have 10 days to respond to the department’s proposed resolution agreement.

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  • Michael Stedelin | Diverse: Issues In Higher Education

    Michael Stedelin | Diverse: Issues In Higher Education

    Michael StedelinMichael Stedelin has been named assistant vice president for research strategic planning and solution development at Penn State University. In this role, Stedelin will provide senior leadership in integrating mission planning, systems and solutions within the research domain so that organizational capabilities are prioritized, adopted and scaled effectively to meet the University’s research goals. 

    Stedelin holds a bachelor’s degree in computer management information systems and an MBA from Southern Illinois University Edwardsville.

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  • Black Women’s Leadership in Higher Education: The Remaking of Academic Power

    Black Women’s Leadership in Higher Education: The Remaking of Academic Power

    I
    Dr. Tina M. King 
    n the storied halls of higher education, Black women who ascend to the presidency do so while carrying the weight of history, community, and the unspoken expectation that we will be both miracle workers and scapegoats. Black women in higher education leadership navigate a complex matrix of anti-Blackness and misogynoir —a reality where their expertise is simultaneously appropriated and undermined. Research reveals that more than most Black women executives in predominantly white institutions (PWIs) experience racelighting (racialized gaslighting), characterized by dehumanizing scrutiny. We endure identity taxation, where we are expected to carry the unsustainable burden of single-handedly solving institutional race problems, often where we are the target of the attack while comforting white fragility. Simultaneously, we experience racelighting where people of color receive racialized messages and question their thoughts and experiences. This racelighting is perpetuated by the institution’s willingness to tokenize Black women’s identities for diversity optics while suppressing our agenda for transformative anti-racist praxis. The narrative of Black women’s leadership in PWIs is not simply a tale of individual achievement but also reflects the deep, persistent anti-Blackness embedded in the academy’s very structure.

    The attacks, swift and severe, are often cloaked in the familiar rhetoric of “governance, academic integrity, or collegial concern,” but the subtext is unmistakably racial. They are orchestrated not as a response to policy but as a rebuke of Black authority daring to reshape the institution’s priorities. In such attacks, we are called incompetent, corrupt, and unwilling to do the hard work (lazy), echoing tropes that have long been used to undermine Black people in general and Black women in leadership specifically. The most insidious move, however, is often the elevation of a single Black or Brown person to be the messenger or carrier of the attack, serving as a shield to deflect accusations of racism and to lend legitimacy to the movement or campaign t o disparage and discredit Black women’s leadership.Dr. Regina Stanback StroudDr. Regina Stanback Stroud

    This dynamic is not new. Dr. Patricia Hill Collins (2000), in her foundational work on Black Feminist Thought, describes how Black women in leadership are subjected to controlling images— stereotypes that are deployed to police the boundaries of acceptable Blackness. In the academy, these images manifest as relentless questioning of competence, insinuations of aggression, and the expectation that Black women will perform emotional labor to maintain white comfort. The token messenger, perhaps unwittingly, becomes complicit in this system, their proximity to whiteness granting her temporary power even as it reinforces the very structures that marginalize leaders of color—in other words, they become complicit in using the academic tools of white supremacy to join in the assault on Black women’s leadership.

    What begins to emerge is a spectator sport where people at all levels of influence remain silent in the face of orchestrated attacks. Please make no mistake: silence does not represent neutrality; it represents complicity. By refusing to address the racialized nature of the attacks, the institution is signaling that Black women leaders are ultimately expendable, their contributions contingent upon their willingness to placate white interests and prioritize white comfort. This is the reality of what Breonna Collins (2022) calls “epistemic violence” –the systematic invalidation of Black knowledge and leadership under the guise of procedural fairness.

    Yet Black women leaders have always found ways to resist and reimagine the academy. Drawing on the tradition of Black feminist resistance, we create counterspaces within hostile institutions, mentoring the next generation and insisting on the legitimacy of their vision. We redefine “institutional fit” not as assimilation into white norms but as the capacity to transform the institution in service of justice.

    Despite these acts of resistance and reimagination, the very presence and leadership of Black women in academic spaces often disrupts entrenched power structures and exposes the discomfort many have with authentic Black excellence. A threat to many, Black excellence in leadership prioritizes the needs of marginalized students and communities over the preservation of the status quo.

    While some may wish to uphold privilege and power for themselves, others may be well-intentioned but unable to recognize Black excellence. They may interpret Black leadership as arrogance or see Black Leaders simply as flaunting their positions or being opinionated. Still others may believe they are doing good but fail to recognize their own deep biases. Those who consider themselves allies may suffer fatigue along with Black leaders, but that mutual suffering does not, an ally make. It must be accompanied by one’s willingness to use their white privilege and capital to actively combat anti-Blackness and misogynoir at play.

    Studies of HBCU leadership reveal how Black women executives subvert PWI pathologies through radical self-definition, where we reject white-normed leadership frameworks to implement culturally grounded approaches and ethical care (prioritizing community needs over respectability politics). We create counter-spaces that center Black epistemologies, such as mentorship programs that affirm Black women’s intellectual sovereignty. Black women leaders engage in institutional truth-telling where we document systemic racelighting through critical race methodology.

    True transformation requires more than performative allyship. It demands redistribution of resources, independent accountability structures, and a commitment to centering Black epistemologies in institutional decision-making. There is a growing recognition that Black leadership is not incidental— it is essential to the future of higher education. The time has come for institutions to choose: will they cling to the master’s tools, or will they finally make room for the radical imagination and power of Black women’s leadership?

    Until higher education is willing to confront its foundational anti-Blackness, it will continue to sacrifice its most visionary leaders on the altar of white comfort. The question is not whether another attack will come but who will have the courage to stand in solidarity and say, “Enough.” The future of academia depends on this shift. Ultimately, we must move beyond the white gaze and demand for our pain, and instead, embrace the Black radical imagination and the remaking of power in the academy.

    Dr. Tina M. King is president of San Diego College of Continuing Education 

    Dr. Regina Stanback Stroud is the chief executive officer of RSSC Consulting

    Dr. Jennifer Taylor Mendoza serves as the 13th president of West Valley College.

     

     

     

     

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  • The American Historical Association Comes Close, but Misses

    The American Historical Association Comes Close, but Misses

    I believe it to be very important for disciplinary bodies to issue statements/guidance on the use of generative AI when it comes to the production of scholarship and the work of teaching and learning.

    For that reason, I was glad to see the American Historical Association issue its Guiding Principles for Artificial Intelligence in Education. One of the chief recommendations in the concluding chapters of More Than Words: How to Think About Education in the Age of AI is that we need many more community-based conversations about the intersection of our labor and this technology, and a great way to have a conversation is to release documents like this one.

    So, let’s talk.

    First, we should acknowledge the limits of these kinds of documents, something the AHA committee that prepared the principles acknowledges up front at the closing of the preamble:

    Given the speed at which technologies are changing, and the many local considerations to be taken into account, the AHA will not attempt to provide comprehensive or concrete directives for all instances of AI use in the classroom. Instead, we offer a set of guiding principles that have emerged from ongoing conversations within the committee, and input from AHA members via a survey and conference sessions.”

    —AHA Guiding Principles for Artificial Intelligence in Education

    I think this is obviously correct because teaching and learning are inherently, inevitably context-dependent, sometimes down to the smallest variables. I’ve used this example many times, but as someone who frequently taught the same course three or even four times a day, I could detect variances based on what seems like the smallest differences, including the time of day a particular section met. There is a weird (but also wonderful) human chemistry at play when we treat learning as a communal act—as I believe we should—but this means it is incredibly difficult to systematize teaching, as we have seen from generations of failed attempts to do so.

    Caution over offering prescriptions is more than warranted. As someone who now spends a lot of time trying to help others think through the challenges in their particular teaching contexts, I’m up front about the fact that I have very few if any universal answers and instead offer some ways of thinking about and breaking down a problem that may pave the road to progress.

    I cringe at some folks who seem to be positioning themselves as AI gurus, eager to tell us the future and, in so doing, know what we should be doing in the present. This is going to be a problem that must be continually worked.

    The AHA principles start with a declaration that seeks to unify the group around a shared principle, declaring, “Historical thinking matters.”

    My field is writing and English, not history, but here I think this is a misstep, one that I think is common and one that must be addressed if we’re going to have the most productive conversations possible about where generative AI has a place (or not) in our disciplines.

    What is meant by “historical thinking”? From what I can tell, the document makes no specific claims as to what this entails, though it has many implied activities that presumably are component parts of historical thinking: research, analysis, synthesis, etc. …

    To my mind, what is missing is the underlying values that historical thinking is meant to embody. Perhaps these are agreed upon and go without saying, but my experience in the field of writing suggests that this is unlikely. What one values about historical thinking and, perhaps most importantly, the evidence they privilege in detecting and measuring historical thinking is likely complicated and contested.

    This is definitely true when it comes to writing.

    One of my core beliefs about how we’ve been teaching writing is that the artifacts we ask students to produce and the way we assess them often actually prevents students from engaging in the kinds of experiences that help them learn to write.

    Because of this, I put more stock in evidence of a developing writing practice than I do in judging the written artifact at the end of a writing experience. Even my use of the word “experience” signals what I think is most valuable when it comes to writing: the process over the product.

    Others who put more stock in the artifacts themselves see great potential for LLM use to help students produce “better” versions of those artifacts by offering assistance in various parts of the process. This is an obviously reasonable point of view. If we have a world that judges students on outputs and these tools help them produce better outputs (and more quickly), why would we wall them off from these tools?

    In contrast, I say that there is something essentially human—as I argue at book length in More Than Words—about reading and writing, so I am much more cautious about embracing this technology. I’m concerned that we may lose experiences that are actually essential not for getting through school, but for getting through life.

    But this is a debate! And the answers to what the “right” approach is depend on those root values.

    The AHA principles are all fair enough and generally agreeable, arguing for AI literacy, policy transparency and a valuing of historical expertise over LLM outputs. But without unpacking what we mean by “historical thinking,” and how we determine when this thinking is present, we’re stuck in cul-de-sac of uncertainty.

    This is apparent in an appendix that attempts to show what an AI policy might look like, listing a task, whether AI use could be acceptable and then the conditions of acceptance. But again, the devil is in the details.

    For example, “Ask generative AI to identify or summarize key points in an article before you read it” is potentially acceptable, without explicit citation.

    But when? Why? What if the most important thing about a reading, as an aspect of developing their historical thinking practice, is for students to experience the disorientation of tackling a difficult text, and we desire maximum friction in the process?

    Context is everything, and we can’t talk context if we don’t know what we truly value, not just at the level of a discipline, or even a course, but at the level of the experience itself. For every course-related activities, we have to ask:

    What do we want students to know?

    and

    What do we want students to be able to do?

    My answers to these questions, particularly as they pertain to writing courses, involve very little large language model use until a solid foundation in a writing practice is established. Essentially, we want students to be able to use these tools in the way we likely perceive our own abilities to use them productively without compromising our values or the quality of our work.

    I’m guessing most faculty reading this trust themselves to make these judgments about when use is acceptable and under what conditions. That’s the big-picture target. What do we need to know and what do we need to be able to do to arrive at that state?

    Without getting at the deepest values, we don’t really even know where to aim.

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