The intent of this report is to help communities build their capacity for transformation of education, advancing toward what our society needs most—a system that works for young people. It draws on the experiences and insights of innovators across the United States who are already answering this challenge—creating learner-centered, community-based ecosystems.
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This report includes:
a landscape analysis of select communities creating learning ecosystems;
a framework that emerged from the analysis and can be used by communities to consider their readiness and appetite for this transformation;
an invitation to communities to explore and discover their own path for reimagining education; and
a call for national and regional institutions to listen, learn from, and create the conditions for communities to pursue their visions.
From DSC:
The above items was accessed via the article below:
The Norris School District in Wisconsin exemplifies how learner profiles and community connections can enhance authentic learning experiences for young people, fostering a culture of belonging and responsibility.
Purdue Polytechnic High School demonstrates the importance of enabling conditions, such as creating microschools with access to shared services, to support a learner-centered approach while ensuring scalability and access to a variety of resources.
Why are we doing this work? Over the past two years, the U.S. Department of Education has been committed to maintaining an ongoing conversation with educators, students, researchers, developers — and the educational community at large — related to the continuous progress of Artificial Intelligence (AI) development and its implications for teaching and learning.
Many educators are seeking resources clarifying what AI is and how it will impact their work and their students. Similarly, developers of educational technology (“edtech”) products seek guidance on what guardrails exist that can support their efforts. After the release of our May 2023 report Artificial Intelligence and the Future of Teaching and Learning, we heard the desire for more.
Moving from reaction to action, higher education stakeholders are currently exploring the opportunities afforded by AI for teaching, learning, and work while maintaining a sense of caution for the vast array of risks AI-powered technologies pose. To aid in these efforts, we present this inaugural EDUCAUSE AI Landscape Study, in which we summarize the higher education community’s current sentiments and experiences related to strategic planning and readiness, policies and procedures, workforce, and the future of AI in higher education.
Educational administrators should not worry about every AI development, but should, instead focus on the big picture, as those big picture changes will change the entire world and the educational system.
AI and related technologies (robotics, synthetic biology, and brain-computer interfaces) will continue to impact society and the entire educational system over the next 10 years. This impact on the system will be greater than anything that has happened over the last 100 years, including COVID-19, as COVID-19 eventually ended and the disruptive force of these technologies will only continue to develop.
AI is the bull in the China Shop, redefining the world and the educational system. Students writing a paper with AI is barely a poke in the educational world relative to what is starting to happen (active AI teachers and tutors; AI assessment; AI glasses; immersive learning environments; young students able to start their own business with AI tools; AIs replacing and changing jobs; deep voice and video fakes; intelligence leveling; individualized instruction; interactive and highly intelligent computers; computers that can act autonomously; and more).
15 legal Substacks worth your time — from jordanfurlong.substack.com by Jordan Furlong It’s my great pleasure to return the compliment of a Substack Recommendation and direct your attention to these terrific legal newsletters.
GeoLegal Notes, by Sean West, Co-Founder Hence Technologies, Santa Monica, CA. “Bridging the gap between global affairs and legal practice; helping equip legal leaders to thrive against a backdrop of increasing global complexity.”
—> Recommended post: Law and Politics of Supply Chains for Goods, AI and Knowledge
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In addition…please also take a moment to click through and check out these ten other excellent newsletters:
Abstract
We conducted the first randomized controlled trial to study the effect of AI assistance on human legal analysis. We randomly assigned law school students to complete realistic legal tasks either with or without the assistance of GPT-4. We tracked how long the students took on each task and blind-graded the results. We found that access to GPT-4 only slightly and inconsistently improved the quality of participants’ legal analysis but induced large and consistent increases in speed. AI assistance improved the quality of output unevenly—where it was useful at all, the lowest-skilled participants saw the largest improvements. On the other hand, AI assistance saved participants roughly the same amount of time regardless of their baseline speed. In follow up surveys, participants reported increased satisfaction from using AI to complete legal tasks and correctly predicted the tasks for which GPT-4 were most helpful. These results have important descriptive and normative implications for the future of lawyering. Descriptively, they suggest that AI assistance can significantly improve productivity and satisfaction, and that they can be selectively employed by lawyers in areas where they are most useful. Because these tools have an equalizing effect on performance, they may also promote equality in a famously unequal profession. Normatively, our findings suggest that law schools, lawyers, judges, and clients should affirmatively embrace AI tools and plan for a future in which they will become widespread.
Welcome to the first of a few special Legal Week 2024 edition episodes of “The Geek in Review,” where we looked for innovative and creative ideas on the road and recorded live from the bustling environment of the 2024 Legal Week conference in New York.
Marlene Gebauer notes the transformation of Legal Week into a thought leadership conference, with a special mention of keynote speaker Bryan Cranston’s impactful talk on storytelling, branding, and the thoughtful application of AI in both the acting world and the legal tech space.
In the second of a special series of interviews from Legal Week 2024 , co-hosts Greg Lambert and Marlene Gebauer welcomed Mollie Nichols, CEO, and Mark Noel, Chief Information and Technology Officer of Redgrave Data. Nichols and Noel discuss Redgrave Data’s mission to cut through the hype of legal tech innovations, particularly generative AI. Nichols emphasized the company’s focus on delivering custom solutions that meet clients’ actual needs and highlighted the importance of educating the legal community on effectively integrating new technologies into their practices.
Mark Noel emphasized the strategic addition of data scientists to their team, enabling Redgrave Data to develop and advise on cutting-edge technologies. He stressed the importance of applying generative AI judiciously, pointing out its limitations and the potential for misuse if not properly vetted. Noel and Nichols shared insights on navigating the legal tech landscape, emphasizing efficiency, data management, and the careful evaluation of tech solutions.
I can’t recall any prior technology that has simultaneously trigged both of breathless enthusiasm and panicked resistance . While the technology shows game changing promise, there are significant ethical, client relations, security and intellectual property concerns which still need to be addressed. The C-Suite survey charts the issues of concern where are impeding adoption of GenAI.
These days, whenever a customer asks me for my view of generative AI for law and where and how they should be using it, I reply with a simple analogy: Think ‘Google Maps for lawyers’.
Analogising generative AI for law to mapping technology begins with thinking about legal matters as journeys. A similar conceptualisation appears in a recent article by Justin Turman, legal systems and processes manager at Stryker, with legal work as flight paths. Either way, you have a desired destination (winning a lawsuit, closing a deal, finalising a contract, etc.) and many possible ‘routes’ reflecting various strategic and tactical decisions along the way. At various junctures, it is helpful to get intelligence and directions on how to proceed. And, as with driving (or flying), circumstances are subject to change along the way – newly discovered facts, shifts in goals, etc.
Based on that bathroom-break induced inspiration, Neal went on to develop — and this week launch — Lexplug, a site developed for law students “to make interacting with cases more accessible, efficient, and engaging.”
Search, Query and Simplify Case BriefsAt its core, Lexplug is a library of case briefs, all created by Neal using GPT-4. So far, he has created 7,000 briefs, and hopes to have 50,000 by the end of the year. To decide which cases to prioritize, he collected a variety of syllabi for basic law school courses such as constitutional law and torts and extracted the key cases. He also has the full text of every briefed case.
But there is another, related, kind of justice gap in this country. It is the funding gap between those who are developing legal technology to better meet the legal needs of low-income Americans and those who are developing legal tech to serve large law firms and corporate legal departments.
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At Legalweek, the focus of the conference is almost exclusively on tech for large law firms and corporate legal departments. The sponsors and exhibitors are focused on products for e-discovery, contract lifecycle management, large firm financial and business management, and the like. The programs, similarly, focus on data privacy, e-discovery, information governance, contract technology, and large-scale litigation.
The exhibit hall spans three floors, the booths are big and bright, and the vendors seemingly all throw parties that are over the top, or quite literally near the top, at venues such as the Rainbow Room at the top of Rockefeller Center, with freely flowing alcohol and plenty of food.
By contrast, at the ITC conference, the attendees come mostly from the ranks of legal aid offices, pro-bono programs, court self-help staff, and the like. The programs focus on how understaffed legal aid offices and understaffed courts and understaffed community programs can use technology to help meet the influx of low-income people seeking legal help.
The juxtaposition of the glitziness of one conference and the modesty of the other speaks to the larger issue of inequity in legal tech – and specifically financial inequity.
Opinion: Higher-Ed Trends to Watch in 2024 — from govtech.com by Jim A. Jorstad If the recent past is any indication, higher education this year is likely to see financial stress, online learning, a crisis of faith in leadership, emerging tech such as AI and VR, cybersecurity threats, and a desperate need for skilled IT staff.
“We’re in the early stages of creating a new paradigm for personalized assessment and learning; it’s critical for moving the field forward … It’s supporting teachers in the classroom to personalize their teaching by using AI to provide feedback for individual learners and pointing in the direction where students can go.”
The pandemic not only disrupted education temporarily; it also triggered permanent changes. One that is quietly taking place at colleges and universities is a major, expedited shift to online learning. Even after campuses reopened and the health threat diminished, colleges and universities continued to offer more online courses and added more online degrees and programs. Some brick-and-mortar schools even switched to online only.
State support for higher education saw a significant jump this year, rising more than 10 percent from 2023 — even though the share of that money provided by the federal government dropped 50 percent.
That’s according to the annual Grapevine report released Thursday by the State Higher Education Executive Officers Association, or SHEEO. The data reflect a continued upward trajectory for state investment in higher education, with a 36.5-percent increase in support nationally over the last five years, not adjusted for inflation.
The EdResearch for Action Overview Series summarizes the research on key topics to provide K-12 education decision makers and advocates with an evidence base to ground discussions about how to best serve students. Authors – leading experts from across the field of education research – are charged with highlighting key findings from research that provide concrete, strategic insight on persistent challenges sourced from district and state leaders.
The offer — $1,000 on a restricted debit card that works at 127 organizations with after-school and summer programs — is called My Spark Denver, an experiment for Denver middle school students that organizers hope could one day expand to other age groups and other parts of the state.
The program is capped at 4,000 kids, and already, more than 1,000 have been approved. It’s first-come, first-served, and the only requirements are that the kids are in a Denver Public Schools middle school and that their family qualifies for free and reduced-price lunch, a measure of poverty.
OpenAI on Thursday announced its first partnership with a higher education institution.
Starting in February, Arizona State University will have full access to ChatGPT Enterprise and plans to use it for coursework, tutoring, research and more.
The partnership has been in the works for at least six months.
ASU plans to build a personalized AI tutor for students, allow students to create AI avatars for study help and broaden the university’s prompt engineering course.
The collaboration between ASU and OpenAI brings the advanced capabilities of ChatGPT Enterprise into higher education, setting a new precedent for how universities enhance learning, creativity and student outcomes.
“ASU recognizes that augmented and artificial intelligence systems are here to stay, and we are optimistic about their ability to become incredible tools that help students to learn, learn more quickly and understand subjects more thoroughly,” ASU President Michael M. Crow said. “Our collaboration with OpenAI reflects our philosophy and our commitment to participating directly to the responsible evolution of AI learning technologies.”
AI <> Academia — from drphilippahardman.substack.com by Dr. Philippa Hardman What might emerge from ASU’s pioneering partnership with OpenAI?
Phil’s Wish List #2: Smart Curriculum Development ChatGPT assists in creating and updating course curricula, based on both student data and emerging domain and pedagogical research on the topic.
Output: using AI it will be possible to review course content and make data-informed automate recommendations based on latest pedagogical and domain-specific research
Potential Impact: increased dynamism and relevance in course content and reduced administrative lift for academics.
Unlike traditional leadership, adaptable leadership is not bound by rigid rules and protocols. Instead, it thrives on flexibility. Adaptable leaders are willing to experiment, make course corrections, and pivot when necessary. Adaptable leadership is about flexibility, resilience and a willingness to embrace change. It embodies several key principles that redefine the role of leaders in organizations:
Embracing uncertainty
Adaptable leaders understand that uncertainty is the new norm. They do not shy away from ambiguity but instead, see it as an opportunity for growth and innovation. They encourage a culture of experimentation and learning from failure.
Empowering teams
Instead of dictating every move, adaptable leaders empower their teams to take ownership of their work. They foster an environment of trust and collaboration, enabling individuals to contribute their unique perspectives and skills.
Continuous learning
Adaptable leaders are lifelong learners. They are constantly seeking new knowledge, stay informed about industry trends and encourage their teams to do the same. They understand that knowledge is a dynamic asset that must be constantly updated.
Major AI in Education Related Developments this week — from stefanbauschard.substack.com by Stefan Bauschard ASU integrates with ChatGPT, K-12 AI integrations, Agents & the Rabbit, Uruguay, Meta and AGI, Rethinking curriculum
“The greatest risk is leaving school curriculum unchanged when the entire world is changing.” Hadi Partovi, founder Code.org, Angel investor in Facebook, DropBox, AirBnb, Uber
Tutorbots in college. On a more limited scale, Georgia State University, Morgan State University, and the University of Central Florida are piloting a project using chatbots to support students in foundational math and English courses.
Pioneering AI-Driven Instructional Design in Small College Settings — from campustechnology.com by Gopu Kiron For institutions that lack the budget or staff expertise to utilize instructional design principles in online course development, generative AI may offer a way forward.
Unfortunately, smaller colleges — arguably the institutions whose students are likely to benefit the most from ID enhancements — frequently find themselves excluded from authentically engaging in the ID arena due to tight budgets, limited faculty online course design expertise, and the lack of ID-specific staff roles. Despite this, recent developments in generative AI may offer these institutions a low-cost, tactical avenue to compete with more established players.
There’s a new AI from Google DeepMind called AlphaGeometry that totally nails solving super hard geometry problems. We’re talking problems so tough only math geniuses who compete in the International Mathematical Olympiad can figure them out.
Thriving in an age of continuous reinvention — from pwc.com As existential threats converge, many companies are taking steps to reinvent themselves. Is it enough? And what will it take to succeed? .
Firms must continue to evolve to remain relevant — from lawyersweekly.com.au by Emma Musgrave Law firms of all shapes and sizes must continue to reinvent themselves beyond the COVID-19 pandemic, according to two senior leaders at Piper Alderman.
“So [it’s] not saying, ‘We’re going to roll out ChatGPT across the board and use that’; it’s finding some particular cases that might be useful,” he explained.
“We’ve had, for example, [instances] where lawyers have said, ‘We’ve got a bunch of documents we use on a regular basis or a bunch of devices we use on a regular basis. Can we put these into ChatGPT and see if we can [find a] better way of pulling data out of things?’ And so use cases like that where people are coming up with ideas and trying them out and seeing how they go and [questioning whether] we roll this out more widely? I think that’s the approach that seems to be the best.”
eDiscovery investigations and the potential for cyberattacks
Enhancing efficiency, but potential risk for data leakage
Automation of administrative tasks and rapid data research
Revolutionizing Law Firm Strategies With AI And SEO — from abovethelaw.com by Annette Choti Explore how AI and SEO are transforming law firm strategies, from automated keyword research to predictive SEO and voice recognition technology.
AI and SEO are two powerful technologies transforming the digital world for legal offices. AI can enhance SEO strategies, offering a competitive edge in search engine rankings. AI can streamline your content creation process. Learn about machine learning’s role in enhancing content optimization, contributing to more targeted and effective marketing efforts.
Embracing Gen AI in Legal So in all the Gen AI smoke and handwringing, lets first identify what we excel at as lawyers. What only we as lawyers are qualified to do. Then, when it comes to technology and the flavor of the day, Gen AI, let’s look relentlessly at how we can eliminate the time we spend on anything else. Let technology free us up for the work only we can do.
That’s Satya Nadella’s advice. And Microsoft has done pretty well under his leadership.
It’s a rare privilege to converse with a visionary like Judge Xavier Rodriguez, who has seamlessly blended the realms of justice, law, and technology. His journey from a medieval history enthusiast to a United States district court judge specializing in eDiscovery and AI is inspiring.
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Judge Rodriguez provides an insightful perspective on the need for clear AI regulations. He delves into the technical aspects and underscores the potential of AI to democratize the legal system. He envisions AI as a transformative force capable of simplifying the complexities that often make legal services out of reach for many.
Judge Rodriguez champions a progressive approach to legal education, emphasizing the urgency of integrating technology competence into the curriculum. This foresight will prepare future lawyers for a world where AI tools are as commonplace as legal pads, fostering a sense of anticipation for the future of legal practice.
After the Jewish people had been exiled to various places, the walls of Jerusalem lay in ruins until the fifth century B.C.E.. At that point, a man named Nehemiah returned to Jerusalem as the provincial governor and completed the repairs of the walls. The verses below really stuck out at me in regards to what a leader should behave/look/be like. He was a servant leader, not demanding choice treatment, not squeezing the people for every last drop, and not using his position to treat himself extra right.
I don’t like to get political on this blog, as I already lose a great deal of readership due to including matters of faith. But today’s leaders (throughout all kinds of organizations) need to learn from Nehemiah’s example, regardless of whatever their beliefs/faiths may be.
14 Moreover, from the twentieth year of King Artaxerxes, when I was appointed to be their governor in the land of Judah, until his thirty-second year—twelve years—neither I nor my brothers ate the food allotted to the governor.15 But the earlier governors—those preceding me—placed a heavy burden on the people and took forty shekels[a] of silver from them in addition to food and wine. Their assistants also lorded it over the people. But out of reverence for God I did not act like that.16 Instead, I devoted myself to the work on this wall. All my men were assembled there for the work; we[b] did not acquire any land.
17 Furthermore, a hundred and fifty Jews and officials ate at my table, as well as those who came to us from the surrounding nations.18 Each day one ox, six choice sheep and some poultry were prepared for me, and every ten days an abundant supply of wine of all kinds. In spite of all this, I never demanded the food allotted to the governor, because the demands were heavy on these people.
19 Remember me with favor, my God, for all I have done for these people.
Want to know how K12 schools are navigating the adoption of AI and what district-level leaders really think about GenAI EdTech tools?
Join us for this free webinar where we discussed AI technology, literacy, training, and the responsible adoption of GenAI tools in K12. Our panel explored what is working well – and not so well – across their districts from a school leader and practitioner’s perspective.
Those vastly different approaches to college writing pretty much sum up the responses to generative AI: They’re all over the map.
One year after its release, ChatGPT has pushed higher education into a liminal place. Colleges are still hammering out large-scale plans and policies governing how generative AI will be dealt with in operations, research, and academic programming. But professors have been forced more immediately to adapt their classrooms to its presence. Those adaptations vary significantly, depending on whether they see the technology as a tool that can aid learning or as a threat that inhibits it.
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Nearly 100 faculty members shared their stories. While not a representative sample, they teach at a wide range of institutions: 15 community colleges, 32 public and 24 private four-year colleges or universities, seven international institutions, and one for-profit college. They teach a variety of subjects, including animal science, statistics, computer science, history, accounting, and composition. Many spent hours learning about AI: enrolling in workshops and webinars, experimenting with the tools, and reading articles, so that they could enter the fall semester informed and prepared.
The Disruption of AI in CTE Is Real— from techlearning.com by Annie Galvin Teich An ACTE expert panel urges CTE educators to jump on the AI train as it’s already left the station
10 Best Practices for AI and CTE
Embrace AI and use it first for simple tasks to create efficiencies. Then use it to individualize instruction and for formative assessment tools aligned to standards.
Be creative and conscious of internal bias and ethics. Focus on DEI and access.
Encourage students to use apps and tools to start moving toward an integrated curriculum using AI.
Prepare students for jobs of the future by partnering with industry to solve real problems.
Where will AI make a big difference?
At Emerge, we have identified eight high-level trends — what we’re calling “engines of opportunity”. These eight “engines of opportunity” capture our ideas about how AI is being used to drive better practice and outcomes in HE, now and into the future.
They fall into two main categories:
Making learning more engaging: solutions that scale high quality pedagogy at low cost.
Making teaching more efficient: solutions that save educators and organisations time and money.
The program is designed to strengthen the collaboration between private industry and higher education institutions—and evolve the higher education technology market. The new program will do so by taking the following actions:
Giving higher education professionals better access to corporate thought leaders who can help create change at their institutions
Educating corporate partners on the nuances of higher education and the major challenges it faces so that they can help provide meaningful solutions
Giving the EDUCAUSE staff and leadership better access to corporate change-makers in order to advocate for change on behalf of our institutional community
Providing the institutional community with higher-quality content and services from companies that are deeply invested in the success of higher education
Providing the corporate community with custom-built packages that allow more meaningful connections with the institutional community—not only at our in-person events but also through online opportunities year-round
By building better bridges between our corporate and institutional communities, we can help accelerate our shared mission of furthering the promise of higher education.
Intermediaries do the heavy lifting for the employers.
Bottom line: As I discussed with Michael later in the show, we already have the varied system that Leonhardt imagines—it’s just that it’s often by chaos and neglect. Just like we didn’t say to 8th graders a century ago, “go find your own high school,” we need to design a post-high school system with clear and well-designed pathways that include:
Apprenticeships outside of the building trades so students can learn a variety of jobs by doing the job.
Short-term certificates that lead to jobs without necessarily having the college degree immediately, but having the option to return for a college degree later on.
Transfer pathways where credits earned in high school really count in college and the move from two-year college to any four-year institution is seamless.
More Chief Online Learning Officers Step Up to Senior Leadership Roles In 2024, I think we will see more Chief Online Learning Officers (COLOs) take on more significant roles and projects at institutions.
In recent years, we have seen many COLOs accept provost positions. The typical provost career path that runs up through the faculty ranks does not adequately prepare leaders for the digital transformation occurring in postsecondary education.
As we’ve seen with the professionalization of the COLO role, in general, these same leaders proved to be incredibly valuable during the pandemic due to their unique skills: part academic, part entrepreneur, part technologist, COLOs are unique in higher education. They sit at the epicenter of teaching, learning, technology, and sustainability. As institutions are evolving, look for more online and professional continuing leaders to take on more senior roles on campuses.
Julie Uranis, Senior Vice President, Online and Strategic Initiatives, UPCEA
Systems thinking and change strategies can be used to improve the overall functioning of a system. Because instructional designers typically use systems thinking to facilitate behavioral changes and improve institutional performance, they are uniquely positioned to be change agents at higher education institutions.
In higher education, instructional designers are often seen as “change agents” because they help to facilitate behavioral changes and improve performance at their institutions. Due to their unique position of influence among higher education leaders and faculty and their use of systems thinking, instructional designers can help bridge institutional priorities and the specific needs of various stakeholders. COVID-19 and the switch to emergency remote teaching raised awareness of the critical services instructional designers provide, including preparing faculty to teach—and students to learn—in well-designed learning environments. Today, higher education institutions increasingly rely on the experience and expertise of instructional designers.
Figure 1. How Instructional Designers Employ Systems Thinking .
