Tag: Purpose

  • Book bans draw libraries into damaging culture wars that undermine their purpose

    Book bans draw libraries into damaging culture wars that undermine their purpose

    For the last four years, school and public libraries have been drawn into a culture war that seeks to censor, limit and discredit diverse perspectives.

    Yet time and time again, as librarians have been encouraged or even directed to remove books that include LGBTQ+, Black, Latino and Indigenous characters or themes or history from their collections, they have said no.

    When librarians said no, policy changes were submitted and laws were proposed — all in the name of controlling the library collection.

    Some librarians lost their jobs. Some had their lives threatened. Legislators proposed bills that attempt to remove librarians’ legal protections, strive to prevent them from participating in their national professional associations, seek to limit some materials to “adults only” areas in public libraries and threaten the way library work has been done for decades.

    Here’s why this is wrong. For generations, libraries have been hubs of information and expertise in their communities. Librarians and library workers aid in workforce development, support seniors, provide resources for veterans, aid literacy efforts, buttress homeschool families —among many other community-enriching services. Your public library, the library in your school and at your college, even those in hospitals and law firms, are centers of knowledge. Restrictions such as book bans impede their efforts to provide information.

    Related: Become a lifelong learner. Subscribe to our free weekly newsletter featuring the most important stories in education. 

    Professional librarians study the First Amendment and understand what it means to protect the right to read. We provide opportunities for feedback from our users so that they have a voice in decision-making. We follow a code of ethics and guidelines to make the best selections for our communities.

    It is illegal for a library to purchase pornographic or obscene material; we follow the law established by the Supreme Court (Miller v. California, 1973). That decision has three prongs to determine if material meets the qualifications for obscenity. If the material meets all three, it is considered obscene and does not have First Amendment protection.

    But our procedures have been co-opted, abused and flagrantly ignored by a small and vocal minority attempting to control what type of information can be accessed by all citizens. Their argument, that books are not banned if they are available for purchase, is false.

    When a book or resource is removed from a collection based on a discriminatory point of view, that is a book ban.

    Librarians follow a careful process of criteria to ensure that our personal biases do not intervene in our professional work. Librarians have always been paying attention. In 1939, a group of visionary librarians crafted the Library Bill of Rights to counter “growing intolerance, suppression of free speech and censorship affecting the rights of minorities and individuals.” In 1953, librarians once again came together and created the Freedom to Read Statement, in response to McCarthyism.

    You may see a similar censorship trend today — but with the advent of the internet and social media, the speed at which censorship is occurring is unparalleled.

    Much of the battle has focused on fears that schoolchildren might discover books depicting families with two dads or two moms, or that high school level books are available at elementary schools. (Spoiler alert: they are not.)

    Related: The magic pebble and a lazy bull: The book ban movement has a long timeline

    The strategy of this censorship is similar in many localities: One person comes to the podium at a county or school board meeting and reads a passage out of context. The selection of the passage is deliberate — it is meant to sound salacious. Clips of this reading are then shared and re-shared, with comments that are meant to frighten people.

    After misinformation has been unleashed, it’s a real challenge to control its spread. Is some subject matter that is taught in schools difficult? Yes, that is why it is taught as a whole, and not in passages out of context, because context is everything in education.

    Librarians are trained professionals. Librarians have been entrusted with tax dollars and know how to be excellent stewards of them. They know what meets the criteria for obscenity and what doesn’t. They have a commitment to provide something for everyone in their collections. The old adage “a good library has something in it to offend everyone” is still true.

    Thankfully, there are people across the country using their voices to fight back against censorship. The new documentary “Banned Together,” for example, shows the real-world impact of book banning and curriculum censorship in public schools. The film follows three students and their adult allies as they fight to reinstate 97 books pulled from school libraries.

    Ultimately, an attempt to control information is an attempt to control people. It’s an attempt to control access, and for one group of people to pass a value judgment on others for simply living their lives.

    Libraries focus on the free expression of ideas and access to those ideas. All the people in our communities have a right to read, to learn something new no matter what their age.

    Lisa R. Varga is the associate executive director, public policy and advocacy, at the American Library Association.

    Contact the opinion editor at opinion@hechingerreport.org.

    This story about book bans was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for Hechinger’s weekly newsletter.

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  • Legacy and Purpose: Congresswoman Jasmine Crockett Calls Tougaloo Graduates to Action

    Legacy and Purpose: Congresswoman Jasmine Crockett Calls Tougaloo Graduates to Action

    –JACKSON, Mississippi

    Texas Congresswoman Jasmine CrockettIn a powerful address that wove together civil rights history with present-day challenges, U.S. Representative Jasmine Crockett (D-Texas) delivered an impassioned commencement speech at Tougaloo College’s graduation ceremony on Sunday, urging graduates to embrace their purpose in continuing the fight for progress.

    Standing on the historic grounds of the private Mississippi HBCU—once a sanctuary and launch pad for the Civil Rights Movement—the Congresswoman reflected on the paradoxical nature of the moment: that in 2025, her very presence as a speaker remained controversial.

    “As I stand here in this safe space, still only one of the few places that an institution can invite me to speak… to think about the fact that people have to be fearful of having a sitting member of Congress come and address their graduates tells us that we still got a lot of work to do,” she told the graduates.

    Drawing parallels between past and present struggles, she reminded the audience that Tougaloo was one of a few places in Mississippi where Dr. Martin Luther King Jr. could speak during the Civil Rights Movement. Now, decades later, she noted the irony of similar limitations placed on Black voices in positions of power.

    “The president of the United States having a temper tantrum that strips funding because I’m Black and I’m proud should not be something that we are dealing with in 2025,” she stated, her voice rising with conviction.

    The Congresswoman, who acknowledged working multiple jobs during her own college years, spoke candidly about personal struggles and the fatigue that comes with fighting systemic barriers. Invoking the refrain from the gospel song “I Don’t Feel No Ways Tired,” she encouraged graduates to persevere despite exhaustion.

    “I just can’t give up now. I’ve come too far from where I started from,” she recited, asking graduates to reflect on their own journeys through college—the multiple jobs, the stepping away and stepping back in—all while excelling despite the challenges.

    Her message anchored in both acknowledgment of weariness and the necessity of continued struggle, themes particularly relevant at an institution with Tougaloo’s civil rights legacy. The college was home to the “Tougaloo Nine,” students who organized sit-ins at segregated libraries, and alumni like Anne Moody and Memphis Norman, who participated in the historic Woolworth’s lunch counter sit-in in 1963.

    “Sitting in these very classrooms is just as much of a protest as Anne and Memphis pulling up to Woolworths in 1963,” she said, emphasizing how education remains an act of resistance.

    The Congresswoman warned graduates about attempts to erase this history, not just from textbooks but through policies targeting diversity initiatives and institutions serving Black communities. “Jim Crow never died,” she declared. “He just lied in wait.”

    She shared personal experiences of being labeled “ghetto” and “unqualified” despite her impressive credentials—modern versions of racial epithets—connecting these attacks to historical patterns of undermining Black achievement and institutions.

    Looking to the future, she issued a direct challenge to the graduates.

    “If you are waiting on somebody to come and save you, they are not coming,” she warned. “You are the person that you’ve been waiting on.”

    Reminding them that every significant social justice movement has been led by young people, she noted that she is now older than Medgar Evers, Dr. Martin Luther King Jr., and Malcolm X were when they were assassinated.

    “Your moment is not in the future. Your moment is now,” she urged. “This country is relying on each and every one of you to walk into your purpose and to walk in greatness with your head held high.”

    The Congresswoman’s speech resonated deeply with the graduates and assembled families at Tougaloo, an institution that has persisted in its educational mission despite historical and ongoing challenges.

    “She was dynamic and passionate,” said Rose Lucas, whose niece was among the more than 120 undergraduates to receive their diploma. “At a time when so many of our politicians are afraid to speak out against the injustices in Washington, I am encouraged by the Congresswoman’s passion and commitment.” 

    As Crockett concluded with a call to action, she left the new alumni with a poignant message about belonging. 

    “There are people that are going to tell you that there is not a table in which there is a seat for you, but I am here to remind you of Montgomery and those folding chairs.”

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  • Adapting With Purpose | CUPA-HR

    Adapting With Purpose | CUPA-HR

    by CUPA-HR | April 14, 2025

    Editor’s Note: This is the second of a three-part series by Maureen De Armond, chief human resources officer at Des Moines University Medicine and Health Sciences, on adapting during changing times. The series begins with Adapting for Survival and continues in Adapting With Heart

    While each institution’s situation is unique, there are common challenges that unite HR teams across state lines and between private and public institutions.

    Many of us may now be called upon to reevaluate the words we use in job postings, on our websites, within position titles, in trainings, and more. Some of us may be called upon to eliminate offices or positions. We may face losses of state or federal funding. We may have employees who feel particularly vulnerable. In some areas, there may be heightened retention challenges if people move or leave higher education altogether.

    In short, it is unlikely that any HR office will fully escape implementing changes and grappling with difficult responsibilities. Even so, opportunities abound to make a positive impact, to be true helpers and show we care. To quote Arthur Ashe, “Start where you are, use what you have, do what you can.” Here are some ideas.

    Maintain Your Focus on People and Culture

    HR has an obligation to continue to be keepers of the work culture and cultivate an environment that is welcoming and respectful of all employees. It’s time to get creative.

    One area you can rethink creatively is language describing campus culture, both in your internal communications and in recruitment materials. One may draw some inspiration from these examples, both from Nintendo:

    Nintendo is proud to be an equal opportunity employer. We offer a welcoming and inclusive environment in service to one another, our products, the diverse consumers we represent, and the communities we call home. We do all of this with kindness, empathy and respect for each other.

    Nintendo is for everyone. We believe that our results are better when our teams represent our potential consumers and fans. We’re actively building a culture where employees contribute their knowledge, ideas and perspectives so innovation and creativity thrive. We’re welcoming, approachable and respectful — we’re Nintendo. All characters welcome.

    Kudos to Nintendo for investing time and creativity into statements painting a vivid picture of warmth and kindness. Could a college or university channel its values and institutional culture into similar language while avoiding today’s live wires? I think so.

    University X is a place anyone can call home. We are always looking for talented, innovative and kind individuals to join our team and help us build a better tomorrow [or other mission language]. We know our campus and students are best served by faculty and staff representing a wide range of experiences, backgrounds and talents. If you are interested in joining and contributing to a welcoming, respectful and thriving organization, please apply. Anyone can be a/an [insert mascot]. Why not you?

    The reader can feel a welcoming culture, right?

    Wherever you talk about culture — in your employee value proposition, recruitment resources, internal policies, and websites — review the language and consider how you can paint the same picture of a welcoming and inclusive environment, even if you need to bust out a thesaurus to do so.

    Vet Applicants for Alignment of Values 

    Another way to adapt creatively may be to revisit interview questions. Institutions should still strive to recruit people who share their values and priorities, whatever those may be.

    Some questions that may provide insight into an applicant’s character could include the following:

    • Tell us about one of your favorite experiences working with a team and the contributions you made.
    • When you have had new employees join your team, what did you do to make them feel welcome and help them be successful?
    • Can you describe how your career has been enhanced by working with people who are different from you?
    • Tell me about a time when you were communicating with someone, and you felt like you were not being understood. What did you do?
    • What do you like most and least about your current work culture?
    • How would your current co-workers describe your strengths and weaknesses as a colleague?
    • What attracts you most to this job and our institution?
    • Which of our core values do you identify with the most and the least and why?
    • Our institution has students, faculty and staff who come from all over. Do you feel equipped to serve all campus stakeholders on day one, or do you think you would benefit from additional training?
    • What’s the ideal working environment to best benefit your working and personality style?
    • What soft skills are you interested in developing in the next couple of years?
    • Tell us about a time when you were challenged by a situation where others were behaving in an inappropriate or uncivil way. Describe the situation, the actions you took and the outcome.
    • What are your workplace superpowers?
    • Describe the most difficult colleague you’ve ever had to deal with at work. Why were they challenging? What did you do?
    • Most people want to work in an environment that is respectful and kind. Can you tell us how you try to create such an environment for others?
    • Describe a time when you needed to work cooperatively with someone who did not share the same ideas as you. Describe the situation, the actions you took and the outcome.

    Asking applicants a variety of questions that get to their character is nothing new. It may be a good time to review recommended questions to help protect the hiring process while also spending more intentional time assessing alignment with institutional values. There is no sense in hiring people into an organization who do not already share the institution’s values.

    Related CUPA-HR Resources

    Recent Executive Orders and Higher Ed HR’s Role in Creating and Sustaining an Inclusive Campus Community — A message from CUPA-HR President and CEO Andy Brantley.

    Update on DEI-Related Executive Orders: How Recent Developments Impact Compliance Strategies for Higher Education — This CUPA-HR webinar offers insights into steps institutions can take to ensure they are in compliance.

    Next Steps: A Practical Guide for Ensuring Access and Opportunity for All Employees— A brief guide to creating a welcoming workplace now.



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  • Games and their cheat codes can show universities how to unlock new purpose

    Games and their cheat codes can show universities how to unlock new purpose

    I was recently browsing Board Game Geek, an online forum for nerds who like tabletop games, and came across a thread entitled “anyone have a use for the University?”

    This contained a complaint about the board game Puerto Rico. In Puerto Rico, although the University is potentially a very powerful card, it’s considered too expensive and therefore not worth players’ investment – and I couldn’t help being struck by a resonance with real life higher education in the UK.

    Following the recent increase in tuition fees, reports of students perceiving university education as a poor investment of time and money have proliferated. As such, understanding and communicating the value of higher education has become an increasingly pressing concern.

    Value and metaphor

    In 2024, over 1,000 papers were published which mention the value of higher education, going over themes like economic gain, professional and academic experience, networking, “cultural capital”, and a sense of the value that higher education institutions offer to society in general. Authors explore how value is perceived differently by applicants, students, graduates, staff and the public, and by different demographic communities within these groups. Undoubtedly, the value of higher education is multifaceted and complex.

    A powerful way of understanding value is through metaphor. When we use a metaphor, we ascribe the value of one thing to another. For instance, universities are beacons of knowledge positions universities as guiding lights, illuminating the path to progress (or something).

    Some common metaphors ascribed to universities include: universities are innovators that drive progress and create new ideas; universities are catalysts for personal and societal transformation; and universities are providers which supply a skilled workforce to deliver economic growth.

    When metaphors are layered together, they become a narrative – a way of conveying greater meaning through interconnected symbols. Games, as a form of interactive storytelling, take this concept even further. They combine metaphors with player agency, allowing players to actively engage with and shape the narrative. In games, players don’t just passively observe metaphors at work; they inhabit and interact with them.

    The player of games

    Because games are dynamic, this means that universities appear in games only when they are actively doing something: acting on the simulation and changing the outcome for the player. Analysing these dynamics leads to some thought-provoking insights into how universities are perceived as acting on the real world, and therefore what value higher education holds in society.

    Our most familiar metaphors for universities are easily recognisable in games. For example, in strategy games such as Age of Empires, universities are innovators which generate “research points” which can be spent to unlock new things. In city-building games like Megapolis, universities are providers that give the player more resources in the form of workers. In Cities: Skylines, universities are catalysts for growth: once a citizen has attended university their home will be upgraded to higher building levels, and they can get better jobs, which in turn levels up their place of employment.

    To return to Puerto Rico: in the normal rules of the board game, players can “construct” a building (such as a factory or warehouse) but cannot use it until the next “mayor phase” is triggered, at which point they can be “staffed”, and its benefits can be used by the player thereafter. The university card grants the player the ability to both “construct” and “staff” new buildings instantly, without waiting. This significantly speeds up the gameplay for the owner of the card.

    When used in this way, the university card changes the mechanics of the game for the player who can use it.

    Puerto Rico is not alone in this. For example, in Struggle for Catan, the university card allows the possessor to buy future cards more easily by swapping one required resource for any other kind. This has such an unbalancing effect that it changes the game from that point onwards. As one Board Game Geek user puts it:

    When I play with my wife we ban the University to keep it a friendly game […] In a four player game everyone just gangs up on whoever gets the University.

    In both of these games, universities are cheat codes: “a secret password […] that makes something unusual happen, for example giving a player unusual abilities or allowing them to advance in the game.”

    Cheat codes are used by players to create exceptions to the standard game rules everyone else must abide by. Universities change the mechanics of the game and enable players to act in a way that would be otherwise impossible.

    Real-life cheat codes

    The idea of students using universities to gain an advantage is not new. When university strategies talk about “transforming students’ lives”, this is generally what they’re referring to. “Educational gain”, “cultural capital”, “graduate attributes”, and “personal development”, are all facets of the same sort of idea.

    However, I’d argue that using the metaphor of a “cheat code” forces us to see students as active players who are using their experiences agentically and strategically, rather than just passively receiving something. When a player uses a cheat code, they generally have an intention in mind. Using the game metaphor reminds us to see students as individual players, who are interested in developing their own palette of cheat codes for their own personal goals.

    If the value of a university experience for students is in developing and testing cheat codes, then we should be intentionally structuring higher education to teach the most effective “hacks”. As Mark Peace has argued on this site in the past, we mustn’t be complacent about the process by which students “catch” transferrable skills. We need to be much more intentional about how we scaffold the development of these cheat codes, and how we work collaboratively with students to identify the skills they want to build and create meaningful ways to help them develop their own toolbox of cheat codes.

    Without this, there is a real danger that we will return to the original scenario of this article, the forum post bemoaning the high-cost, low-return of the university card in Puerto Rico. We must guard against the “university card” being almost unplayable, because it is too expensive, not flexible enough, or too dated. The challenge to institutions is to ensure our provision is more like the university card in Struggle for Catan: truly game-breaking.

    Thinking about universities in terms of game design invites us to rethink the rules we’re playing by and imagine a world where some rules don’t apply. It’s a reminder that the narratives that shape higher education aren’t set in stone. Players have autonomy and can change the direction of the game. This might mean building a toolbox for life with students – and for us, it means taking a wider look at the system we’re part of. What would it look like to recover our agency and, as Edward Venning puts it on HEPI recently, “recover an assertive self-confidence”? For too long, universities have been stuck playing the game instead of changing the rules.

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  • Finding Shared Purpose at the 2024 Annual Conference

    Finding Shared Purpose at the 2024 Annual Conference

    by Julie Burrell | October 9, 2024

    At the CUPA-HR Annual Conference and Expo 2024, the three keynote sessions offered insights on how higher ed can articulate its value proposition for employees. How can HR, campus leaders and other culture architects ensure their institutions are places where candidates want to work and where employees want to stay? And how can we bridge the cultural, political and intergenerational divides so many of us are experiencing on campus to help our communities thrive?

    There isn’t a one-size-fits-all solution to these challenges, but the keynote speakers reminded higher ed HR pros not to underestimate the value of a shared purpose. Here are a few of their insights into remaking workplace culture through deliberate community-building, connecting through traditions and reinforcing our collective values.

    Fighting Burnout and Finding Community

    Workplace culture strategist Jennifer Moss opened the conference in Orlando with a reminder that, while it’s been many years since the COVID-19 pandemic, its lessons still linger. During that time, many of us asked, is what I’m doing important? Does it make a difference?

    For so many in higher ed, the answer is yes. But Moss also shared a hard truth: the passion that leads people to work in higher ed may lead to burnout or passion fatigue. The solutions offered for burnout are often focused on the individual (“take a bath” or “meditate”), when they need to be systemic and even societal. Burnout isn’t about having a bad day — it’s chronic stress, classified as a disease by the World Health Organization. A strange irony is that burnout from overperforming at work often looks like underperformance (exhaustion, disengagement and cynicism).

    One solution that Moss proposed is to encourage employees to deliberately build stronger community and positive social connections, both essential to building bridges and combatting loneliness. According to the data Moss shared, eating just one lunch per week with coworkers, rather than alone at a desk, can aid employee happiness and performance. So can spreading positive gossip (saying nice things about others behind their backs), which subconsciously supports psychological safety.

    Takeaway: It’s key that workplaces tie efforts to reduce employee burnout to specific objectives and key results so that individuals aren’t responsible for solving the crisis on their own.

    Great Storytelling for a Shared Purpose

    Annual conference attendees experienced the magic of Disney firsthand during the closing night EPCOT excursion. But what makes Disney so magical? According to keynote speakers Jeff Williford and Jay Pyka of the Disney Institute, it’s all in the details. Disney excels in the finer points, with each park and resort providing a unique and immersive experience, from what music guests hear, to what smells are piped in, to the thatched roofs in Animal Kingdom made by South African artisans.

    How does Disney engage over 70,000 employees — aka, cast members — to ensure that the details are done right? While cast members’ jobs may be different, from serving food at EPCOT to directing riders on Space Mountain, they all share in one common goal: creating happiness. In their talk, Williford and Pyka emphasized that culture is defined by how people behave, and training is critical to achieving desired behaviors. Caring and communication are also vital elements of culture. The extent to which organizations genuinely care for their people is the extent to which those people will, in turn, care for customers and each other. And high-quality communication can reinforce culture as much as lack of communication will undermine it.

    Disney uses their expertise in storytelling to train and unite cast members in the common goal of creating happiness and embracing Disney culture. In fact, the first class new employees attend as part of their onboarding is one on Disney traditions because it helps them connect with the history and culture.

    Takeaway: Higher ed workplaces can create a powerful connection between employees and the institution’s mission, fostering a sense of belonging and commitment.

    Gen Z and the Future of Work

    In her closing keynote, Heather McGowan, a future-of-work expert, offered a hopeful vision of work — and of a society where more of us are united than divided. But she also admitted that “it’s difficult to be a human right now.” There’s a profound lack of connection among people, an uptick in loneliness and disconnection, and social divisions stemming from the pandemic, politics and social media.

    Why? One reason is that work has replaced what people once found in community, whether through church or bowling leagues or book clubs. McGowan said that’s why current and future generations entering the workforce seek jobs that reflect the totality of their values and personality.

    Gen Z is especially known for seeking greater meaning in work. They desire mentorship, they want to be part of something bigger than themselves (meaning), and they want to live their values through work (mission). They’re rejecting the work contract of previous generations, which promised job security in exchange for employee loyalty. Why, McGowan asked, are workplaces still demanding loyalty without offering the same security they did in previous generations?

    In asking for work to be meaningful, Gen Z is sending a critical lesson for the future of work, McGowan believes, one that workplaces need to take seriously to recruit new employees and retain existing ones. The data show that what employees want most in a job is growth, autonomy, achievement and respect.

    Takeaway: The future of work might just be in listening to what Gen Z is trying to convey: We all need a shared purpose and meaning in work.  

    Looking for More on Work Culture?

    Jennifer Moss’s new book, Why Are We Here?: Creating a Work Culture Everyone Wants, will be published in January. You can also check out these CUPA-HR articles and resources:



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