Google researchers are fighting the company to tell the world what they know about AI — from washingtonpost.com by Gerrit De Vynck
Employment contracts deter staff from warning the public about AI risks, current workers said.

Workers inside Google’s artificial intelligence division are pushing executives to release them from non-disparagement agreements, arguing that they must be free to inform the public about the risks of the technology they are working to advance, according to people inside the company.
…
The non-disparagement agreements signed by employees in Britain block them from communicating with the public about the potential impacts of AI, the two current Google workers said. While company officials are now saying that they will not go after former employees who speak out, some staffers are pushing for updated language in existing contracts to provide them with legal certainty.

 

LEGAL FUTURISMS: Why Don’t Nonprofits Have Legal Innovation Experts? — from linkedin.com by Sateesh Nori

According to the New York Times, the “hot new job” in legal is in legal innovation. Elite corporate law firms and tech giants are aggressively bidding up to $300,000 for “legal engineers” and “innovation attorneys” to optimize corporate workflows and deploy generative AI.

Meanwhile, America’s civil legal aid and nonprofit sector faces a starkly different reality.

In public interest law, attorneys are drowning in a compounding crisis. A single legal aid lawyer often juggles hundreds of active cases at once—ranging from illegal evictions to life-altering immigration hearings—while relying on legacy software, manual document assembly, and underfunded back-offices.

Why is it that the sector that serves the people with the most urgent legal needs has the least amount of structural technology infrastructure to support it?

If the nonprofit sector continues to treat technology as an afterthought—a secondary luxury funded by leftover scraps—the justice gap will become an unbridgeable chasm. By embracing the BigLaw model and formalizing the role of the legal innovation expert, public interest organizations can transition from a state of perpetual triage to a system of scalable, tech-empowered justice.

The tools to fix the system exist. What the nonprofit sector needs now is the structural mandate—and the funding courage—to hire the architects who can build it.

 

3 Habits Students Can Develop to Find Credible Online Resources — from edutopia.org by Michael Yell
As students become more acquainted with social media and AI, these habits can help them distinguish credible sources from misinformation.

1. Teaching Students to Ask, ‘Who’s Behind the Information?’
2. Teaching Students to Read Laterally on the Web, Not Vertically
3. Teaching Habits of Mind, Not Checklists
.


Also related/see:

Check out several resources from my sister, Sue Ellen Christian, a Professor of Communication at Western Michigan University:

  • Wonder Media: Ask the Questions
    This website is dedicated to helping you learn more about how to use the media for your purposes, and not to be used by media. The contents of the site are divided to facilitate selection of activities. For games, videos, quizzes, music and more focused on general media use, select from the Media Literacy Toolkit. For activities focused on information and news use, see the News Literacy Toolkit.
    .

 

 
 

EdTech’s Cybersecurity Reckoning — from onedtech.philhillaa.com by Phil Hill
The Canvas breach was an early marker of a new reality. PHP2Shell shows why EdTech’s move toward managed services will accelerate.

Higher education has a particularly large exposure because so much of its technology grew through local initiative: someone built a useful tool, installed an open-source application, or kept a departmental website running. That approach delivered considerable value and fit the education ethos, but it also distributed responsibility for maintaining and defending software across multiple teams and individuals with very different capabilities.

I believe we are entering a period that will significantly accelerate the move toward managed services, shared infrastructure, and restrictions on locally operated applications exposed to the public internet, particularly for under-resourced institutions. This reaches into budgets, institutional autonomy, and the ways educational technology gets built and delivered—well beyond the immediate work of a CIO responding to a security alert.

 

Are We Sending Young People False Signals About Their Futures? — from workshift.org by Emily M. Dickens and Elissa Salas

For years, we’ve told young people that training + credentials = opportunity. And for many pathways, that’s still true. But an AI-disrupted labor market is forcing us to be uncomfortably honest about what has always been a much more complicated equation.

Mixed Signals
Today’s young people need us to be able to say that we don’t fully know what the future of work looks like. Mixed signals abound. For example, at major tech companies, new graduate and entry-level hiring is down roughly 65% compared to 2019 pre-pandemic levels. So far in 2026, AI has been cited in more than 120K announced job cuts.

On the other hand, major companies including Google and CSX announced plans to hire to meet growth goals. Some of the fastest-growing occupations range across healthcare, skilled trades, and tech. In September, Business Roundtable’s CEO Economic Outlook Index showed a seven-point increase in hiring plans. The messages sent to young people are genuinely contradictory, and we need to help them cut through the noise.

Helping young people develop in this way will require smarter, stronger bridges between the systems that shape our workforce, such as better connecting K-12 classrooms to career pathways, aligning higher education institutions with the evolving job market, and ensuring untapped talent has access to in-demand employment opportunities. 

 

AI can improve performance, but did anyone learn? — from chieflearningofficer.com by Alexandre Rodrigues
Better AI-assisted performance does not always mean better learning. Here’s what L&D leaders can do about it.

A randomized field experiment involving thousands of knowledge workers found measurable productivity benefits from generative AI, including faster document completion. But productivity and learning are not the same outcome.

As organizations integrate AI more deeply into everyday work, L&D may need to confront an uncomfortable possibility: Employees can become better at producing results without becoming proportionally better at producing those results independently. Performance is visible. Learning is harder to see.

L&D researchers have long distinguished between performance during practice and learning that persists after practice. As Nicholas Soderstrom and Robert Bjork observed, what people do successfully while training is not always a reliable indicator of what they will retain or transfer later.

That distinction becomes particularly consequential in AI-enabled workplaces.

 

We’re Waiting Too Long to Talk to Kids About Their Futures (Julie Lammers, Britebound) — from thehumanist.xyz by Julie Lammers and Allison Dulin Salisbury
“By eighth grade, kids are already ruling out careers they’ve never had a chance to explore.”

Per Allison:

Julie Lammers, who leads Britebound, makes a compelling case for starting career exploration in middle school for precisely this reason. The goal isn’t to get a 12-year-old to choose a profession, but to help them discover possibilities they might otherwise never consider, while they’re still forming their sense of who they are and what they’re capable of.

I love the implication of this argument. If we care about preserving choice, we should start career exploration earlier, not later. Done well, it could be one of the most powerful ways to expand opportunity for young people whose circumstances might otherwise define the limits of their ambition.

Julie and I talked about what this looks like in practice, why career navigation should be a skill we develop rather than only a service we deliver, and what young people themselves are telling Britebound about the support they want. It’s a conversation that challenged some of my assumptions about when and how we should prepare kids for their futures.


Also from Allison, check out:


[Special Report] AI Could Radically Accelerate How We Learn About Learning — from thehumanist.xyz by Allison Dulin Salisbury and Mandy McLean
AI is making a virtual laboratory for human learning possible, opening the door to testing ideas we could never afford or safely attempt with actual students.

Recent advances in AI raise the possibility of building something education has never really had: a virtual laboratory for learning.

At the center of this possibility are synthetic students—AI models designed to simulate aspects of how real students behave and, eventually, how they learn. Researchers could test hundreds of ways to teach a concept, give feedback, or sequence a curriculum and identify the most promising approaches for different kinds of learners. Developers could try out a new assessment or AI tutor on thousands of simulated students before putting it in front of real ones. Districts could stress-test AI products for safety and begin to understand which tools might work for whom and under what circumstances.

True, this could make running education studies faster and cheaper. But change the cost of experimentation enough and you change what gets experimented on. The promise of synthetic students is that researchers could ask more questions, test more ambitious ideas, explore edge cases, and discard failures before spending years and millions of dollars studying them with actual students.

 

The Faculty Bargain Of 2040: What Should The University And Its Faculty Owe One Another? — from forbes.com by David Rosowsky

What if we stopped reforming the existing faculty career for a moment? What if we started over?

Suppose we were designing the faculty career today for the university of 2040, starting with a blank sheet of paper. There would be no rigid departmental affiliations, ranks, tenure systems, promotion policies, or inherited assumptions. We could keep anything that still made sense. But nothing would be presumed necessary simply because it has been around for decades.

What would we build?

When machines can increasingly perform parts of the work that once consumed enormous amounts of human time, the scarce attributes may shift toward judgment, curiosity, creativity, disciplinary depth, the ability to frame consequential questions, the capacity to connect ideas across fields, and the ability to know when a machine is wrong.

That is not an argument for fewer faculty. It may be an argument for different faculty – and for a faculty employment system capable of recognizing those important (even desirable) differences.

 

 
 

What Can School Leaders Do to Support a Struggling Teacher? — from edutopia.org by Alex Shultz
Teachers often feel alone facing an issue in the classroom, and maintaining lots of points of contact can help them open the door to offers of support.

All educators encounter struggles, no matter how far along they are in their careers. They might have difficulty communicating with families or clearing their inboxes. They might be disorganized. They might have a persistent classroom issue that they struggle to manage. Or they might be dealing with distracting personal-life complications. The tough part is getting teachers to acknowledge that they’re struggling, which requires strong relationships and sufficient face time with school leaders before issues arise. The alternative is having teachers who aren’t comfortable admitting they need assistance.

Recently, I spoke with four school leaders—two principals and two assistant principals—about how they forge institutional trust, keep an eye out for teachers in need of a hand, and deliver advice and action steps without isolating or aggravating anyone.

 
 

Light Bulb Moments from 100 Episodes — from intentionalteaching.buzzsprout.com by Derek Bruff

Per Derek:

Welcome to the 100th episode of Intentional Teaching! I am very excited to reach this milestone, and I am deeply grateful to all my guests and all my listeners for making this possible. I learn so much from my guests, and I’m thrilled to know that folks out there appreciate the interviews and the show.

In this 100th episode, I take a look back at some of the light bulb moments I’ve had interviewing guests over the last four years. What quotes and ideas and examples have really stuck with me and informed my work? 

My hope is that you’ll find these moments interesting and perhaps useful to your work in higher education, and that this clip show might interest you in digging into the podcast archives and listening to some older episodes.

 

 
© 2025 | Daniel Christian