Enrollment Planning in the Specter of Closure — from insidehighered.com by Mark Campbell and Rachel Schreiber; via GSV
Misunderstandings about enrollment management and changing student needs can make a bad situation worse, Mark Campbell and Rachel Schreiber write. 

Excerpts (emphasis DSC):

However, we find that many institutions provide little to no information to prospective students about actual outcomes for graduates. Examples include: What does applying to graduate school look like for graduates? Employment and earning potential? Average student loan debt? What do alumni say about their experience? What data do you have that is compelling to answer these and related questions? Families increasingly ask, “What is the ROI on this investment?”

Another important issue relates to the unwillingness of leaders to evolve the institution to meet market demands. We have too often seen that storied, historic institutions have cultures that are change averse, and this seems to be particularly true in the liberal arts. This statement might appear to be controversial—but only if misunderstood.

To be clear, the humanities and the arts are vital, critical aspects of our institutions. But today’s prospective students are highly focused on career outcomes, given the financial investment they and their families are being asked to make. We believe that curricular offerings can place a high value on the core principles of the humanities and liberal arts while also preparing students for careers.

By contrast, curricular innovation, alterations to long-held marketing practices, openness to self-reflection regarding out-of-date programs, practices and policies—in short, a willingness to change and adapt—are all key. Finally, vital and successful institutions develop long-term strategic enrollment plans that are tactical, realistic and assessable and for which there is clarity about accountability. Putting these practices in place now can avert catastrophe down the road.

 

Mary Meeker wants AI and higher education to be partners — from axios.com by Dan Primack; via Robert Gibson on LinkedIn

Mary Meeker has written her first report in over four years, focused on the relationship between artificial intelligence and U.S. higher education.

Why it matters: Meeker’s annual “Internet Trends” reports were among Silicon Valley’s most cited and consumed documents.

  • Each one dug deep into the new tech economy, with hundreds of pages of slides. The last one was published in 2019.
  • Meeker’s new effort is a shorter attempt (16 pages!) at reconciling tech’s brave new world and America’s economic vitality, with higher ed as the connective tissue.

Excerpts from Meeker’s report:

Actions taken in the next five years will be consequential. It’s important for higher education to take a leadership role, in combination with industry and government. The ramp in artificial intelligence – which leverages the history of learning for learning – affects all forms of learning, teaching, understanding, and decision making. This should be the best of times…

Our first-pass observations on these topics follow. We begin with an overview, followed by thoughts on the unprecedented ramp in AI usage and the magnitude of investment in AI from America’s leading global technology companies. Then we explore ways that this rapidly changing AI landscape may drive transformations in higher education. We hope these add to the discussion.

AI & Universities – Will Masters of Learning Master New Learnings?

In a time of rapid technological change led by American companies, American universities must determine how best to optimize for the future. Many institutions have work to do to meet these changes in demand, per the Burning Glass Institute. As the AI challenge looms, they will need thoughtful plans that balance their rich traditions and research history with the needs of a rapidly evolving marketplace supercharged by innovation. Keeping an eye on the output and trends in various AI skunkworks, such as the team at AI Acceleration at Arizona State, may help universities determine the products and software tools that could transform the educational experience.

 

From DSC:
As I can’t embed his posting, I’m copying/pasting Jeff’s posting on LinkedIn:


According to Flighty, I logged more than 2,220 flight miles in the last 5 days traveling to three conferences to give keynotes and spend time with housing officers in Milwaukee, college presidents in Mackinac Island, MI, and enrollment and marketing leaders in Raleigh.

Before I rest, I wanted to post some quick thoughts about what I learned. Thank you to everyone who shared their wisdom these past few days:

  • We need to think about the “why” and “how” of AI in higher ed. The “why” shouldn’t be just because everyone else is doing it. Rather, the “why” is to reposition higher ed for a different future of competitors. The “how” shouldn’t be to just seek efficiency and cut jobs. Rather we should use AI to learn from its users to create a better experience going forward.
  • Residence halls are not just infrastructure. They are part and parcel of the student experience and critical to student success. Almost half of students living on campus say it increases their sense of belonging, according to research by the Association of College & University Housing Officers.
  • How do we extend the “residential experience”? More than half of traditional undergraduates who live on campus now take at least once course online. As students increasingly spend time off campus – or move off campus as early as their second year in college – we need to help continue to make the connections for them that they would in a dorm. Why? 47% of college students believe living in a college residence hall enhanced their ability to resolve conflicts.
  • Career must be at the core of the student experience for colleges to thrive in the future, says Andy Chan. Yes, some people might see that as too narrow of a view of higher ed or might not want to provide cogs for the wheel of the workforce, but without the job, none of the other benefits of college follow–citizenship, health, engagement.
  • A “triple threat grad”–someone who has an internship, a semester-long project, and an industry credential (think Salesforce or Adobe in addition to their degree–matters more in the job market than major or institution, says Brandon Busteed.
  • Every faculty member should think of themselves as an ambassador for the institution. Yes, care about their discipline/department, but that doesn’t survive if the rest of the institution falls down around them.
  • Presidents need to place bigger bets rather than spend pennies and dimes on a bunch of new strategies. That means to free up resources they need to stop doing things.
  • Higher ed needs a new business model. Institutions can’t make money just from tuition, and new products like certificates, are pennies on the dollars of degrees.
  • Boards aren’t ready for the future. They are over-indexed on philanthropy and alumni and not enough on the expertise needed for leading higher ed.

From DSC:
As I can’t embed his posting, I’m copying/pasting Jeff’s posting on LinkedIn:


It’s the stat that still gnaws at me: 62%.

That’s the percentage of high school graduates going right on to college. A decade ago it was around 70%. So for all the bellyaching about the demographic cliff in higher ed, just imagine if today we were close to that 70% number? We’d be talking a few hundred thousand more students in the system.

As I told a gathering of presidents of small colleges and universities last night on Mackinac Island — the first time I had to take [numerous modes of transportation] to get to a conference — being small isn’t distinctive anymore.

There are many reasons undergrad enrollment is down, but they all come down to two interrelated trends: jobs and affordability.

The job has become so central to what students want out of the experience. It’s almost as if colleges now need to guarantee a job.

These institutions will need to rethink the learner relationship with work. Instead of college with work on the side, we might need to move to more of a mindset of work with college on the side by:

  • Making campus jobs more meaningful. Why can’t we have accounting and finance majors work in the CFO office, liberal arts majors work in IT on platforms such as Salesforce and Workday, which are skills needed in the workplace, etc.?
  • Apprenticeships are not just for the trades anymore. Integrate work-based learning into the undergrad experience in a much bigger way than internships and even co-ops.
  • Credentials within the degree. Every graduate should leave college with more than just a BA but also a certified credential in things like data viz, project management, the Adobe suite, Alteryx, etc.
  • The curriculum needs to be more flexible for students to combine work and learning — not only for the experience but also money for college — so more availability of online courses, hybrid courses, and flexible semesters.

How else can we think about learning and earning?


 

Daniel Christian: My slides for the Educational Technology Organization of Michigan’s Spring 2024 Retreat

From DSC:
Last Thursday, I presented at the Educational Technology Organization of Michigan’s Spring 2024 Retreat. I wanted to pass along my slides to you all, in case they are helpful to you.

Topics/agenda:

  • Topics & resources re: Artificial Intelligence (AI)
    • Top multimodal players
    • Resources for learning about AI
    • Applications of AI
    • My predictions re: AI
  • The powerful impact of pursuing a vision
  • A potential, future next-gen learning platform
  • Share some lessons from my past with pertinent questions for you all now
  • The significant impact of an organization’s culture
  • Bonus material: Some people to follow re: learning science and edtech

 

Education Technology Organization of Michigan -- ETOM -- Spring 2024 Retreat on June 6-7

PowerPoint slides of Daniel Christian's presentation at ETOM

Slides of the presentation (.PPTX)
Slides of the presentation (.PDF)

 


Plus several more slides re: this vision.

 

The Magic of Storytelling: Lessons from Penn Jillette — from learningguild.com by David Kelly
This fall we’re celebrating 20 Years of DevLearn. As part of that celebration, I’m reflecting on the insights I’ve gained from some of my favorite DevLearn keynote speakers over the years. I kick off this series by revisiting The Magic of Storytelling and Learning from Penn Jillette, from DevLearn 2016.

At the heart of Jillette’s message is the power of storytelling. He demonstrates that, much like a magician’s performance, effective learning experiences are crafted from engaging narratives. These stories, although selectively told, can ethically captivate and teach, making the learning process more impactful. Jillette’s career itself is a story of transformation and adaptation, one that resonates deeply with the ongoing journey of a learning professional.


Also from The Learning Guild, see:

AI’s Fusion with Hands-On Workshops Is Transforming Learning — from learningguild.com by Markus Bernhardt

Complementing these conversational approaches are learning experiences enhanced with AI. I highlighted the fast-growing role of immersive scenarios and simulations, produced in tandem with AI and powered through AI in their delivery.

Moreover, the integration of voice interactions, advanced image processing, and augmented reality (AR) and virtual reality (VR) technologies provides additional tools to enrich learning experiences.

The rapid adoption of AI signifies a real shift for our industry, and we are able to see sparks of what is coming our way throughout 2024 and beyond.

Practicing difficult conversations
One of the most compelling applications I’ve seen lies in managerial and leadership training, specifically in navigating complex interpersonal dynamics: practicing difficult conversations. Through interactions with sophisticated avatars capable of mimicking a diverse range of employee personalities and behaviors, learners can engage in realistic scenarios that challenge their communication skills.

Beyond AI: Why Technical Skill Development is Your Next Strategic Advantage — from learningguild.com by Bill Brandon

Table 1. Most Important Transferable Skills 2024–2028

Transferable Skill Description 
Problem-solving The ability to identify, analyze, and solve complex problems.
Critical thinking The ability to think objectively, analyze information, and form sound judgments.
Communication (written & verbal) The ability to effectively convey ideas and information to others, both in writing and verbally.
Collaboration The ability to work effectively with others to achieve a common goal.
Creativity & innovation The ability to think creatively and come up with new ideas and solutions.
Digital literacy & competency The ability of everyone from CEO to workers to use digital tools and technologies effectively.
Data analysis & interpretation The ability to collect, analyze, and interpret data to draw meaningful conclusions.
Self-directed learning & adaptability The ability to take initiative to learn new things and adapt to change.
Time management & organization The ability to manage time effectively and stay organized.
Emotional intelligence & empathy The ability to understand and manage one’s own emotions, and the emotions of others.

Also for the L&D world, see:

When Business Is Just a Game — from bloomberg.com by Robb Mandelbaum
Corporate trainer Abilitie uses simulations to teach lessons in management.

When is the high-stakes, high-pressure world of the C-suite just a game? When executives at emerging companies Compuline and Nanotel met on a Wednesday evening in May to manage existing products and roll out new ones, that’s exactly what it was. The “executives” were students in…

 

OPINION: Americans need help paying for new, nondegree programs and college alternatives — from hechingerreport.org by Connor Diemand-Yauman and Rebecca Taber Staehelin
Updating the Pell Grant program would be an excellent way to support much-needed alternatives

Janelle’s story is all too familiar throughout the U.S. — stuck in a low-paying job, struggling to make ends meet after being failed by college. Roughly 40 million Americans have left college without completing a degree — historically seen as a golden ticket to the middle class.

Yet even with a degree, many fall short of economic prosperity.

 


Information Age vs Generation Age Technologies for Learning — from opencontent.org by David Wiley

Remember (emphasis DSC)

  • the internet eliminated time and place as barriers to education, and
  • generative AI eliminates access to expertise as a barrier to education.

Just as instructional designs had to be updated to account for all the changes in affordances of online learning, they will need to be dramatically updated again to account for the new affordances of generative AI.


The Curious Educator’s Guide to AI | Strategies and Exercises for Meaningful Use in Higher Ed  — from ecampusontario.pressbooks.pub by Kyle Mackie and Erin Aspenlieder; via Stephen Downes

This guide is designed to help educators and researchers better understand the evolving role of Artificial Intelligence (AI) in higher education. This openly-licensed resource contains strategies and exercises to help foster an understanding of AI’s potential benefits and challenges. We start with a foundational approach, providing you with prompts on aligning AI with your curiosities and goals.

The middle section of this guide encourages you to explore AI tools and offers some insights into potential applications in teaching and research. Along with exposure to the tools, we’ll discuss when and how to effectively build AI into your practice.

The final section of this guide includes strategies for evaluating and reflecting on your use of AI. Throughout, we aim to promote use that is effective, responsible, and aligned with your educational objectives. We hope this resource will be a helpful guide in making informed and strategic decisions about using AI-powered tools to enhance teaching and learning and research.


Annual Provosts’ Survey Shows Need for AI Policies, Worries Over Campus Speech — from insidehighered.com by Ryan Quinn
Many institutions are not yet prepared to help their faculty members and students navigate artificial intelligence. That’s just one of multiple findings from Inside Higher Ed’s annual survey of chief academic officers.

Only about one in seven provosts said their colleges or universities had reviewed the curriculum to ensure it will prepare students for AI in their careers. Thuswaldner said that number needs to rise. “AI is here to stay, and we cannot put our heads in the sand,” he said. “Our world will be completely dominated by AI and, at this point, we ain’t seen nothing yet.”


Is GenAI in education more of a Blackberry or iPhone? — from futureofbeinghuman.com by Andrew Maynard
There’s been a rush to incorporate generative AI into every aspect of education, from K-12 to university courses. But is the technology mature enough to support the tools that rely on it?

In other words, it’s going to mean investing in concepts, not products.

This, to me, is at the heart of an “iPhone mindset” as opposed to a “Blackberry mindset” when it comes to AI in education — an approach that avoids hard wiring in constantly changing technologies, and that builds experimentation and innovation into the very DNA of learning.

For all my concerns here though, maybe there is something to being inspired by the Blackberry/iPhone analogy — not as a playbook for developing and using AI in education, but as a mindset that embraces innovation while avoiding becoming locked in to apps that are detrimentally unreliable and that ultimately lead to dead ends.


Do teachers spot AI? Evaluating the detectability of AI-generated texts among student essays — from sciencedirect.com by Johanna Fleckenstein, Jennifer Meyer, Thorben Jansen, Stefan D. Keller, Olaf Köller, and Jens Möller

Highlights

  • Randomized-controlled experiments investigating novice and experienced teachers’ ability to identify AI-generated texts.
  • Generative AI can simulate student essay writing in a way that is undetectable for teachers.
  • Teachers are overconfident in their source identification.
  • AI-generated essays tend to be assessed more positively than student-written texts.

Can Using a Grammar Checker Set Off AI-Detection Software? — from edsurge.com by Jeffrey R. Young
A college student says she was falsely accused of cheating, and her story has gone viral. Where is the line between acceptable help and cheating with AI?


Use artificial intelligence to get your students thinking critically — from timeshighereducation.com by Urbi Ghosh
When crafting online courses, teaching critical thinking skills is crucial. Urbi Ghosh shows how generative AI can shape how educators can approach this


ChatGPT shaming is a thing – and it shouldn’t be — from futureofbeinghuman.com by Andrew Maynard
There’s a growing tension between early and creative adopters of text based generative AI and those who equate its use with cheating. And when this leads to shaming, it’s a problem.

Excerpt (emphasis DSC):

This will sound familiar to anyone who’s incorporating generative AI into their professional workflows. But there are still many people who haven’t used apps like ChatGPT, are largely unaware of what they do, and are suspicious of them. And yet they’ve nevertheless developed strong opinions around how they should and should not be used.

From DSC:
Yes…that sounds like how many faculty members viewed online learning, even though they had never taught online before.

 

Navigating the Changing Landscape of Lifelong Learning — from prsa.org by Susan B. Walton, Ph.D.

The first step to finding the right PR learning program is understanding what’s currently available to learners:

  • Undergraduate and graduate degree programs remain the pathway to earning a college degree in public relations, and now include more online options than ever before.
  • Certificate programs are shorter courses of study that often focus on strengthening specific skills, such as crisis communications or knowledge of a specific industry such as health care. They are offered through professional associations, employers, private entities or academic graduate programs, especially programs geared toward working professionals.
  • Microcertificate or microcredential programs may be even shorter and more focused than certificate programs. They can be a series of short courses and are usually focused on skills needed for a specific employer or job, such as analytical tools for a particular web platform. Successful completion of the microcertificate(s) may earn a microcredential, such as a badge, which can be displayed on the recipient’s social media sites.

If you’re a professional who’s considering jumping back into school, then certificate and microcertificate programs are excellent ways to dip a toe in the water.


On somewhat related notes:

Public Infrastructure on Skills — from the-job.beehiiv.com by Paul Fain
The search for population-level solutions to strengthen links between education and work.

The new Center for Skills by C-BEN seeks to bring clarity and coordination to the skills space. Launched this week with a $1.5M grant from Walmart, the center will attempt to create objective, reliable ways to assess and validate skills, to help bridge the gap between education and the workforce.

The center could help the millions of employers who are looking for skills-based solutions and aren’t going to build their own skills academies, says Clayton Lord, director of foundation programs at SHRM.

“It’s hard for small and mid-sized businesses to find their way into this conversation,” he says. “We can’t create something that is more arduous for employers.”


Closing The Skills Gap: An Inside Look At The Achievement Wallet — from forbes.com by Dr. Sarah DeMark

In the dynamic realm of today’s workforce, skills gaps are increasing. Highly skilled talent is out there, but information gaps and traditional hiring methods make it challenging for skilled talent and employers to find one another. While digital recruiting systems have made it more efficient to find prospective candidates, qualified candidates are often vetted out of the hiring process when they do not match the exact criteria, according to a study conducted by Harvard Business School.

With the rapid pace of change — think automation, new technology, and artificial intelligence — businesses must innovate and think about the best ways to create career mobility and career pathways for their workforces into the roles of tomorrow.

In Pursuit of Agency
Imagine a future where learners can instantly see where they stand in a crowded job market, assess their abilities and gaps, and identify opportunities for growth. Or where employers can identify candidates with specific, often hard-to-spot competencies and skills. Possible? Yes. Western Governors University (WGU), the country’s largest competency-based, workforce-relevant online university, is reimagining that future by deploying the Achievement Wallet for WGU students nationally and working students at educational institutions across the state of Indiana.

Also see:

 

Colleges are now closing at a pace of one a week. What happens to the students? — from hechingerreport.org by Jon Marcus
Most never finish their degrees, and alumni wonder about the value of degrees they’ve earned

About one university or college per week so far this year, on average, has announced that it will close or merge. That’s up from a little more than two a month last year, according to the State Higher Education Executive Officers Association, or SHEEO.

Most students at colleges that close give up on their educations altogether. Fewer than half transfer to other institutions, a SHEEO study found. Of those, fewer than half stay long enough to get degrees. Many lose credits when they move from one school to another and have to spend longer in college, often taking out more loans to pay for it.

Colleges are almost certain to keep closing. As many as one in 10 four-year colleges and universities are in financial peril, the consulting firm EY Parthenon estimates.

Students who transferlose an average of 43 percentof the credits they’ve already earned and paid for, the Government Accountability Office found in the most recent comprehensive study of this problem.

Also relevant:

 

Making your campus neurodivergent friendly — from timeshighereducation.com
How to create a university where neurodivergent staff and students feel welcome and thrive in the classroom, in the lab and throughout campus

Neurodivergent students and staff think about, interact with and see the world differently from their neurotypical peers and colleagues. Universities that adopt inclusive practices to welcome people with ADHD, autism, dyslexia, dyspraxia and other disabilities to campus also foster their distinct strengths and talents in the classroom, labs, boardrooms and social spaces. This collection of resources offers advice for teachers, researchers, PhD supervisors and administrators for supporting neurodiversity in higher education.


Some Colleges Will Soon Charge $100,000 a Year. How Did This Happen? — from nytimes.com by Ron Lieber; via Ryan Craig
Some Vanderbilt students will have $100,000 in total expenses for the 2024-25 school year. The school doesn’t really want to talk about it.

It was only a matter of time before a college would have the nerve to quote its cost of attendance at nearly $100,000 a year. This spring, we’re catching our first glimpse of it.

One letter to a newly admitted Vanderbilt University engineering student showed an all-in price — room, board, personal expenses, a high-octane laptop — of $98,426. A student making three trips home to Los Angeles or London from the Nashville campus during the year could hit six figures.

This eye-popping sum is an anomaly. Only a tiny fraction of college-going students will pay anything close to this anytime soon, and about 35 percent of Vanderbilt students — those who get neither need-based nor merit aid — pay the full list price.

But a few dozen other colleges and universities that reject the vast majority of applicants will probably arrive at this threshold within a few years. Their willingness to cross it raises two questions for anyone shopping for college: How did this happen, and can it possibly be worth it?


‘Running Out of Road’ for FAFSA Completion — from insidehighered.com by Liam Knox
The number of students who filled out the federal aid form is down nearly 30 percent. The ramifications for access and enrollment could be devastating.

And that’s probably an optimistic estimate, said Bill DeBaun, NCAN’s senior director of data and strategic initiatives; if the pace of completion doesn’t pick up, the decline could be closer to 700,000 students. That could translate to up to a 4 percent drop in college-goers come fall, DeBaun said, which would be the largest enrollment drop since the COVID-19 pandemic—and one that’s likely to be made up primarily of low-income and first-generation students.


Study: Nearly 40 Percent of Students Started, Never Finished College — from insidehighered.com by Kathryn Palmer
Federal researchers followed the post-secondary outcomes of 23,000 students for 12 years. 

Only 60 percent of students who enrolled in college earned a degree or credential within eight years of graduating high school.

That’s one of the biggest takeaways from a new report the National Center for Education Statistics released Monday that analyzed the enrollment, completion and financial aid outcomes of students.

The researchers tracked the postsecondary educational outcomes of roughly 23,000 students beginning in 2009 when they were freshman in high school through 2021, when the cohort was eight years out from graduating high school.


Race to the Finish | The rise of faster bachelor’s degrees raises the question: What is college for? — from chronicle.com by Kelly Field; from Jeff Selingo

Taken together, the two recent decisions illustrate a blurring of the lines between the two- and four-year sectors that is taking place not just in Idaho, but nationwide, as colleges struggle to overcome enrollment declines and skepticism about the value of a bachelor’s degree.

“It’s pretty clear that higher education is in a funk,” said Robert M. Zemsky, a University of Pennsylvania professor, who has been advocating for three-year programs for more than 15 years. “There’s a sense that we have to do something to make the product better, more relevant, and less costly to students.”


Excerpt from Next — from/by Jeff Selingo

Bottom line: While critics of a shorter degree see it as a lesser replacement for the four-year baccalaureate degree, advocates see it as another option for students who might not be interested in college at a time when enrollment is falling.

  • “We need to use this opportunity to redesign and do things better,” Carrell said. “That means that we all need to stay curious. We need to be a learning enterprise…and learn from the evidence we produce.”

Job-Ready on Day One — from the-job.beehiiv.com by Paul Fain

The U.S. faces a serious shortage of workers in the skilled trades—fields like HVAC, plumbing, electrical, solar, and construction. And those labor gaps are likely to widen as the federal government spends billions on infrastructure projects.

Employers in these industries are desperate for hires, says Doug Donovan, the founder and CEO of Interplay Learning. Yet the “challenge is not employer demand for workers,” he says, “but rather ensuring that learners learn about skilled trades careers and pursue them.”

The Austin-based Interplay offers online and VR training for workers in the skilled trades. The company was founded in 2016 with a focus on upskilling the hands-on worker. Even before the pandemic exacerbated labor shortages, Donovan says companies in these trades needed to hire workers who didn’t have all the skills required for jobs.

Interplay’s online courses and 3D, interactive simulations get close to what a learner is going to see on the job, says Donovan. “We aren’t trying to replace hands-on, instructor-led training,” he says. “We are trying to deliver tools that enhance that hands-on time or make it more efficient.”


 

 

Corporate Learning Is Boring — But It Doesn’t Have to Be — from hbr.org by Duncan Wardle; via GSV

Summary:
Most corporate learnings aren’t cutting it. Almost 60% of employees say they’re interested in upskilling and training, but 57% of workers also say they’re already pursuing training outside of work. The author, the former Head of Innovation and Creativity at Disney, argues that creativity is the missing piece to make upskilling engaging and effective. From his experience, he shares four strategies to unlock creativity in trainings: 1) Encourage “What if?”, 2) respond “How else?” to challenges, 3) give people time to think by encouraging playfulness, and 4) make training a game.

 

[Report] The Top 100 AI for Work – April 2024 — from flexos.work; with thanks to Daan van Rossum for this resource
AI is helping us work up to 41% more effectively, according to recent Bain research. We review the platforms to consider for ourselves and our teams.

Following our AI Top 150, we spent the past few weeks analyzing data on the top AI platforms for work. This report shares key insights, including the AI tools you should consider adopting to work smarter, not harder.

While there is understandable concern about AI in the work context, the platforms in this list paint a different picture. It shows a future of work where people can do what humans are best suited for while offloading repetitive, digital tasks to AI.

This will fuel the notion that it’s not AI that takes your job but a supercharged human with an army of AI tools and agents. This should be a call to action for every working person and business leader reading this.

 

The New Academic Arms Race | Competition over amenities is over. The next battleground is technology. — from chronicle.com by Jeffrey J. Selingo

Now, after the pandemic, with the value of the bachelor’s degree foremost in the minds of students and families, a new academic arms race is emerging. This one is centered around academic innovation. The winners will be those institutions that in the decade ahead better apply technology in teaching and learning and develop different approaches to credentialing.

Sure, technology is often seen as plumbing on campuses — as long as it works, we don’t worry about it. And rarely do prospective students on a tour ever ask about academic innovations like extended reality or microcredentials. Campus tours prefer to show off the bells and whistles of residential life within dorms and dining halls.

That’s too bad.

The problem is not a lack of learners, but rather a lack of alignment in what colleges offer to a generation of learners surrounded by Amazon, Netflix, and Instagram, where they can stream entertainment and music anytime, anywhere.

From DSC:
When I worked for Calvin (then College, now University) from 2007-2017, that’s exactly how technologies and the entire IT Department were viewed — as infrastructure providers. We were not viewed as being able to enhance the core business/offerings of the institution. We weren’t relevant in that area. In fact, the IT Department was shoved down in the basement of the library. Our Teaching & Learning Digital Studio was sidelined in a part of the library where few students went to. The Digitial Studio’s marketing efforts didn’t help much, as faculty members didn’t offer assignments that called for multimedia-based deliverables. It was a very tough and steep hill to climb.

Also the Presidents and Provosts over the last couple of decades (not currently though) didn’t think much of online-based learning, and the top administrators dissed the Internet’s ability to provide 24/7 worldwide conversations and learning. They missed the biggest thing to come along in education in 500 years (since the invention of the printing press). Our Teaching & Learning Group provided leadership by starting a Calvin Online pilot. We had 13-14 courses built and inquiries from Christian-based high schools were coming in for dual enrollment scenarios, but when it came time for the College to make a decision, it never happened. The topic/vote never made it to the floor of the Faculty Senate. The faculty and administration missed an enormous opportunity.

When Calvin College became Calvin University in 2019, they were forced to offer online-based classes. Had they supported our T&L Group’s efforts back in the early to mid-2010’s, they would have dove-tailed very nicely into offering more courses to working adults. They would have built up the internal expertise to offer these courses/programs. But the culture of the college put a stop to online-based learning at that time. They now regret that decision I’m sure (as they’ve had to outsource many things and they now offer numerous online-based courses and even entire programs — at a high cost most likely).

My how times have changed.


For another item re: higher education at the 30,000-foot level, see:


Lifelong Learning Models for a Changing Higher Ed Marketplace — from changinghighered.com by Dr. Drumm McNaughton and Amrit Ahluwalia
Exploring the transformation of higher education into lifelong learning hubs for workforce development, with innovative models and continuing education’s role.

Higher education is undergoing transformational change to redefine its role as a facilitator of lifelong learning and workforce development. In this 200th episode of Changing Higher Ed, host Dr. Drumm McNaughton and guest Amrit Ahluwalia, incoming Executive Director for Continuing Studies at Western University, explore innovative models positioning universities as sustainable hubs for socioeconomic mobility.

The Consumer-Driven Educational Landscape
Over 60% of today’s jobs will be redefined by 2025, driving demand for continuous upskilling and reskilling to meet evolving workforce needs. However, higher education’s traditional model of imparting specific knowledge through multi-year degrees is hugely misaligned with this reality.

Soaring education costs have fueled a consumer mindset shift, with learners demanding a clear return on investment directly aligned with their career goals. The expectation is to see immediate skills application and professional impact from their educational investments, not just long-term outcomes years after completion.


 

The $340 Billion Corporate Learning Industry Is Poised For Disruption — from joshbersin.com by Josh Bersin

What if, for example, the corporate learning system knew who you were and you could simply ask it a question and it would generate an answer, a series of resources, and a dynamic set of learning objects for you to consume? In some cases you’ll take the answer and run. In other cases you’ll pour through the content. And in other cases you’ll browse through the course and take the time to learn what you need.

And suppose all this happened in a totally personalized way. So you didn’t see a “standard course” but a special course based on your level of existing knowledge?

This is what AI is going to bring us. And yes, it’s already happening today.

 

Edtech Unicorns Are Evolving Rather Than Disrupting — from bloomberg.com by Alex Webb

Consider Coursera Inc., the most prominent survivor of that early edtech hype. It’s now a public company, with a hefty $2.3 billion valuation. Finally, 12 years after it was founded — by, incidentally, another Google veteran in Andrew Ng — it’s set to report its first profit this year, according to analyst estimates. And the enterprise business is considerably more profitable, enjoying a 68% gross margin in 2023, compared to the consumer business’s 53% margin.

Figuring out the right match between training and utility is how several business schools seem to have developed successful online courses — which they are charging top dollar for. They’re in close contact with the sort of large corporations who hire their graduates, giving them a more intimate understanding of what those businesses seek.

Harvard Business School is one example. It made $74 million from online courses in fiscal 2022, the most recent year for which data is available

 
© 2024 | Daniel Christian