culture - Learning Ecosystems

Brief reflections on “Colleges Race to Hire and Build Amid AI ‘Gold Rush’ [D’Agostino]

On 05/22/2023, in 21st century, adjunct faculty, Alternatives, Artificial Intelligence / Machine Learning / Deep Learning / Algorithms, business side of he, colleges, community colleges, culture, Daniel S. Christian, higher education, IT in HE, traditional / tradition, United States, universities, by Daniel Christian

Colleges Race to Hire and Build Amid AI ‘Gold Rush’ — from insidehighered.com Susan D’Agostino
Cue the bulldozers to make room for hordes of new AI faculty. But computer scientists willing to teach are in short supply, and innovation’s trajectory is rarely predictable.

Excerpt (emphasis DSC):

The University at Albany, part of the State University of New York, will hire 27 new faculty members—all specializing in AI—in the largest cluster hire in the institution’s history. Purdue University will recruit 50 new AI faculty. Emory University will hire between 60 and 75 new faculty members, including an endowed chair, for its AI Humanity Initiative.

When it comes to artificial intelligence, some universities are going big—very big. The University of Southern California has invested more than $1 billion in its AI initiative that will include 90 new faculty members, a new seven-story building and a new school.

From DSC:
Time will tell whether colleges and universities will be able to find and hire these folks. My guess? For the most part, no they won’t.

Such talent will likely go to deep-pocketed players, startups, and/or new alternatives to institutions of traditional higher education. The disparate salary levels, risk-averse nature, and overall culture of higher education may not be attractive to some of these individuals. Plus, the future of higher education is not looking as solid.

Upskilling the top priority for L&D leaders, LinkedIn report finds [Stepanova]

On 05/09/2023, in adult learning, Asia, business, career development, corporate / business world, corporate universities / corporate training, culture, leadership, Microsoft, reinvent, skills, staying relevant, strategy, surviving, training / L&D, by Daniel Christian

Upskilling the top priority for L&D leaders, LinkedIn report finds — from hcamag.com by Ksenia Stepanova; with thanks to GSV for this resource
L&D is becoming critical to business strategy – but are leaders keeping up? LinkedIn reveals its latest insights

Excerpt:

Learning and development (L&D) has taken centre stage in recent years, and has become vital to business strategy across the globe. In Singapore, upskilling employees has become the number one priority for L&D professionals in 2023, according to LinkedIn’s 2023 Workplace Learning Report.

A Culture of No: How to Get Past Fear and Risk-Aversion to Make Things Happen [Pickering]

On 04/23/2023, in business, corporate / business world, culture, education, education reform, Emotion, innovation, K-12 related, leadership, pathways, strategy, by Daniel Christian

A Culture of No: How to Get Past Fear and Risk-Aversion to Make Things Happen — from gettingsmart.com by Trace Pickering

Key Points

What are a few other straightforward moves an educational leader can make to ensure they can push break-the-mold, innovative changes needed in education today?
Is the culture of education simply too deep and unmovable to be creative and move forward?

I’ve had the unique privilege of moving between business and education throughout my career, including getting to work with some highly dynamic and influential business leaders in my community. One of the biggest differences between business leaders and school and district leaders has been how quickly and easily business gets to “yes” while education seems to wallow in the purgatory of the “yeah but…” and the “no.”

From DSC:
Regarding the core curricula of colleges and universities…

For decades now, faculty members have taught what they wanted to teach and what interested them. They taught what they wanted to research vs. what the wider marketplace/workplace needed. They were not responsive to the needs of the workplace — nor to the needs of their students!

And this situation has been all the more compounded by the increasing costs of obtaining a degree plus the exponential pace of change. We weren’t doing a good job before this exponential pace of change started taking place — and now it’s (almost?) impossible to keep up.

The bottom line on the article below: ***It’s sales.***

Therefore, it’s about what you are selling — and at what price. The story hasn’t changed much. The narrative (i.e., the curricula and more) is pretty much the same thing that’s been sold for years.

But the days of faculty members teaching whatever they wanted to are over, or significantly waning.

Faculty members, faculty senates, provosts, presidents, and accreditors are reaping what they’ve sown.

The questions are now:

Will new seeds be sown?
Will new crops arise in the future?
Will there be new narratives?
Will institutions be able to reinvent themselves (one potential example here)? Or will their cultures not allow such significant change to take place? Will alternatives to institutions of traditional higher education continue to pick up steam?

A Profession on the Edge — from chronicle.com by Eric Hoover
Why enrollment leaders are wearing down, burning out, and leaving jobs they once loved.

Excerpts:

Similar stories are echoing throughout the hallways of higher education. Vice presidents for enrollment, as well as admissions deans and directors, are wearing down, burning out, and leaving jobs they once loved. Though there’s no way to compile a chart quantifying the churn, industry insiders describe it as significant. “We’re at an inflection point,” says Rick Clark, executive director of undergraduate admission at Georgia Tech. “There have always been people leaving the field, but not in the numbers we’re seeing now.”

Some are being shoved out the door by presidents and boards. Some are resigning out of exhaustion, frustration, and disillusionment. And some who once sought top-level positions are rethinking their ambitions. “The pressures have ratcheted up tenfold,” says Angel B. Pérez, chief executive of the National Association for College Admission Counseling, known as NACAC. “I talk with someone each week who’s either leaving the field or considering leaving.”

From DSC:
This quote points to what I’m trying to address here:

Dahlstrom and other veterans of the field say they’ve experienced something especially disquieting: an erosion of faith in the transformational power of higher education. Though she sought a career in admissions to help students, her disillusionment grew after taking on a leadership role. She became less confident that she was equipped to effect positive changes, at her institution or beyond, especially when it came to the challenge of expanding college access in a nation of socioeconomic disparities: “I felt like a cog in a huge machine that’s not working, yet continues to grind while only small, temporary fixes are made.”

Teaching: A University-Wide Language for Learning — from chronicle.com by Beckie Supiano

Excerpt (emphasis DSC):

Last week, as I was interviewing Shaun Vecera about a new initiative he directs at the University of Iowa, he made a comment that stopped me in my tracks. The initiative, Learning at Iowa, is meant to create a common vocabulary, based on cognitive science, to support learning across the university. It focuses on “the three M’s for effective learning”: mind-set, metacognition, and memory.

“Not because those are the wrong ways of talking about that. But when you talk about learning, I think you can easily see how these skills transfer across not just courses, but also transfer from the university into a career.”

From DSC:
This reminds me of what I was trying to get at here — i.e., let’s provide folks with more information on learning how to learn.

Lets provide folks with more information on learning how to learn

Also relevant/see:

Changing your teaching takes more than a recipe — — from chronicle.com by Beckie Supiano
Professors have been urged to adopt more effective practices. Why are their results so mixed?

Excerpts:

When the researchers asked their interview subjects how they first learned about peer instruction, many more cited informal discussions with colleagues than cited more formal channels like workshops. Even fewer pointed to a book or an article.

So even when there’s a really well-developed recipe, professors aren’t necessarily reading it.
…
In higher ed, teaching is often seen as something anyone who knows the content can automatically do. But the evidence suggests instead that teaching is an intellectual exercise that adds to subject-matter expertise.

This teaching-specific math knowledge, the researchers note, could be acquired in teacher preparation or professional development, however, it’s usually created on the job.

“Now, I’m much more apt to help them develop a deeper understanding of how people learn from a neuroscientific and cognitive-psychology perspective, and have them develop a model for how students learn.”

Erika Offerdahl, associate vp and director of the Transformational Change Initiative at WSU

From DSC:
I love this part too:

There’s a role here, too, for education researchers. Not every evidence-based teaching practice has been broken into its critical components in the literature,

Fostering sustainable learning ecosystems [Blessinger]

On 03/13/2023, in 21st century, Africa, Asia, Australia, Canada, change, collaboration, content development, aggregation, repositories, corporate / business world, corporate universities / corporate training, culture, curriculum, education, education technology, Europe, formal learning, future, future of higher education, game-changing environment, global / globalization, Google, higher education, ideas, informal learning, instructional design, K-12 related, leadership, learning, learning ecosystem, Learning Experience Design, Learning from the Living [Class] Room, legislatures / government / legal, lifelong learning, MOOCs -- Massive Open Online Courses, more voice more choice more control, platforms, policy, society, strategy, technology (general), tools, training / L&D, UK, United States, vision/possibilities, youth, by Daniel Christian

Fostering sustainable learning ecosystems — from linkedin.com by Patrick Blessinger

Excerpt (emphasis DSC):

Learning ecosystems
As today’s global knowledge society becomes increasingly interconnected and begins to morph into a global learning society, it is likely that formal, nonformal, and informal learning will become increasingly interconnected. For instance, there has been an explosion of new self-directed e-learning platforms such as Khan Academy, Open Courseware, and YouTube, among others, that help educate billions of people around the world.

A learning ecosystem includes all the elements that contribute to a learner’s overall learning experience. The components of a learning ecosystem are numerous, including people, technology platforms, knowledge bases, culture, governance, strategy, and other internal and external elements that have an impact on learning. Therefore, moving forward, it is crucial to integrate learning across formal, nonformal, and informal learning processes and activities in a more strategic way.

The Broken Higher Education System: Addressing Stakeholder Needs for a More Adaptive Model — from educationoneducation.substack.com

Excerpt:

Higher education Chief Academic Officers (CAOs) must shift their perspective and strive to increase customer satisfaction to ensure the highest quality of educational products. A recent survey by Higher Education found that only 25% of customers were satisfied with the results higher education provided, contradicting the satisfaction differences of 99% of CAOs. Clearly, a disconnect exists between what higher education leaders deliver and what students, employers, and the changing labor market requirements are. To bridge this gap, higher education must develop products focusing on stakeholder feedback in product design, job requirements, and practical skills development.

From DSC:
So in terms of Design Thinking for reinventing lifelong learning, it seems to me that we need much more collaboration between the existing siloes. That is, we need students, educators, administrators, employers, and other stakeholders at the (re)design table. More experiments and what I call TrimTab Groups are needed.

But I think that the culture of many institutions of traditional higher education will prevent this from occurring. Many in academia shy away from (to put it politely) the world of business (even though they themselves ARE a business). I know, it’s not fair nor does it make sense. But many faculty members lean towards much more noble purposes, while never seeing the mounting gorillas of debt that they’ve heaped upon their students’/graduates’ backs. Those in academia shouldn’t be so quick to see themselves as being so incredibly different from those working in the corporate/business world.

The following quote seems appropriate to place here:

Along the lines of other items in the higher education space, see:

New Data Shows Emergency Pandemic Aid Helped Keep 18 Million Students Enrolled — from forbes.com by Edward Conroy

Excerpt:

The Department of Education (ED) has released new data showing that 18 million students were helped by emergency aid for colleges and universities throughout the height of the COVID-19 pandemic, more than half of which was used to provide emergency grants to students. These funds were provided through three rounds of Higher Education Emergency Relief Funds (HEERF) In total, $76.2 billion was provided, with half of those funds going to support students directly. Unusually for funding in higher education, the money was not heavily means-tested, and was distributed very quickly.

The report indicates that the funds were used for several essential purposes, including student basic needs, keeping staff employed, and helping keep students enrolled. For example, students used funds to cover things like food and housing at a time when employment was drying up for many students, ensuring that the Pandemic did not plunge students who already had limited funds deeper into basic needs insecurity.

Flagships prosper, while regionals suffer — from chronicle.com by Lee Gardner
Competition is getting fierce, and the gap is widening

Excerpts:

Some key numbers are moving in the right direction at the University of Oregon. The flagship institution enrolled 5,338 freshmen in the fall of 2022, its largest entering class ever. First-year enrollment increased 16 percent over 2021, which was also a record year. Meanwhile, Western Oregon University, a regional public institution an hour’s drive north, just outside Salem, lost nearly 7 percent of its enrollment over the same period.
…
In 28 states, flagships have seen enrollment rise between 2010 to 2021, while regionals have trended down, according to a Chronicle analysis of U.S. Education Department data. Across all states, enrollment at 78 public flagships rose 12.3 percent from 2010 to 2021, the most recent year for which data is available. Enrollment at 396 public regional universities slumped more than 4 percent during the same period.

A Chronicle analysis of federal data showed, for example, that in Michigan, a state being hit hard by demographic shifts and with no central higher-ed authority, the flagship University of Michigan at Ann Arbor saw undergraduate enrollment rise 16 percent between 2010 and 2020. Over the same period, it fell at 11 of the state’s 12 other four-year public campuses.

10 Tips to Help You Find the Legal Career That’s Right for You [Henslee]

On 02/14/2023, in career development, culture, law schools, legislatures / government / legal, workplace, by Daniel Christian

10 Tips to Help You Find the Legal Career That’s Right for You — from abaforlawstudents.com by Bill D. Henslee

Excerpts:

Career planning is a process that requires time and thought. Perhaps you’ve known what you want to be when you grow up for as long as you can remember. Or perhaps you’re still trying to figure it out. Most of us fit somewhere on the spectrum between “born to serve” and “stay loose and adjust.”

Wherever you land on that spectrum, you’ll still need to get a job. Here are 10 tips to help you identify and land the position that fits your skills and interests.

1. Think about Practice Areas
…
2. Consider Culture
…
3. Know the People
…

What is college for? Gov. Shapiro raises the question. Higher ed leaders are listening. — from The Philadelphia Inquirer by Will Bunch; with thanks to Ray Schroeder out on LinkedIn for the resource
Pa.’s new governor Josh Shapiro’s first move was to question the need of a college diploma as a job credential. U.S. universities, pay attention.

Excerpt:

NEW HAVEN, Conn. — What is college actually for?

No one expected this to be the initial question raised by Pennsylvania’s new governor, Josh Shapiro, in his first full day on the job. While he may not have stated it explicitly, this was the essence of the Democrat’s very first executive order, which opened up some 92% of job listings in state government — about 65,000 in all — to applicants who don’t have a four-year college degree.

In branding degree requirements for many jobs as “arbitrary” and declaring “there are many different pathways to success,” the Keystone State’s new chief executive was tugging at the shaky Jenga block that has undergirded the appalling rise of a $1.75 trillion student debt bomb in the U.S. and led, arguably, to a college/non-college divide driving our nation’s bitter politics. The notion is this: You can’t make it in 21st-century America without that most expensive piece of sheepskin: the college diploma.

So the $64,000 question (OK, $80,000 … for one year on some elite private campuses) is this: If you don’t need the credential, do you actually need college?

Something is clearly gained by giving America’s young people more career options that won’t contribute to that $1.75 trillion college debt bomb. But are we talking enough about what could be lost in a new system that not only devalues the university but also seems to ratify a dubious idea — that higher education is almost solely about careerism, and not the wider knowledge and critical-thinking skills that come from liberal arts learning?

From DSC:
To me — and to many other parents and families — it all boils down to the price tag of obtaining a liberal arts education. It’s one thing to get a liberal arts education at $5K per year. It’s another thing when the pricetag runs at $40K and above (per year)! Most people ARE FORCED to question the ROI of a liberal arts education. They simply have to.

On a relevant tangent here…many inside the academy have traditionally looked with disdain at the corporate world. The thinking went something like this:

Business! Ha! We are not a business! Students are not customers. Don’t ever compare us to the corporate world.

Having spent half of my career in the corporate world, I do not subscribe to that perspective. In fact, I’d like to ask those who still hold this point of view:

Where else can you pay tens of thousands of dollars for something and not be treated as a customer?! Don’t you typically expect value on your own purchases and positive returns on your investments?
How will you collaborate with the corporate world if you look upon them with disdain?!

But now that colleges and universities enrollments are not doing so well, perhaps there will be more openness to change and towards developing more impactful collaborations.

The academic career is broken [Leffingwell]

On 01/25/2023, in career development, change, colleges, community colleges, culture, dangers of the status quo, higher education, ideas, leadership, learning ecosystem, United States, universities, by Daniel Christian

The academic career is broken — from chronicle.com by Hannah Leffingwell

Excerpt:

We are in the midst of a crisis in academe, to be sure, but it’s not an economic crisis. It’s a crisis of faith. The question is not just whether our institutions pay faculty fairly, but whether any wage is worth the subservience and sacrifice that modern higher ed requires. Too often, colleges perceive themselves as voluntary, meritocratic institutions dedicated to a “higher” moral purpose. Or, as one of the characters in Babel puts it: “The professors like to pretend that the tower is a refuge for pure knowledge, that it sits above the mundane concerns of business and commerce, but it does not.”

Have these strikes solved the central paradox of academe: a capitalist institution that claims it is above capitalism while exploiting students, faculty, and staff for financial gain? No, they have not.

It gives me no pleasure to say that the system I have dedicated my entire life to is broken — that it needs to be rebuilt from the ground up.

Also related to careers and higher education, see:

36% of higher ed supervisors are looking for other work, study finds — from highereddive.com by Laura Spitalniak

Excerpt:

Over a third of higher education supervisors, 36%, are likely to look for a new job in the next year, according to a new survey from the College and University Professional Association for Human Resources, CUPA-HR. And only 40% said they were interested in finding employment opportunities at their current institution.

Reflections on “What factors help active learning classrooms succeed?” [Talbert]

On 01/16/2023, in 21st century, A/V -- audio/visual, active learning, adjunct faculty, adult learning, collaboration, colleges, communications, communities of practice, community colleges, corporate universities / corporate training, culture, Daniel S. Christian, design, digital audio, digital learning, digital video, distance education, education technology, engagement / engaging students, experimentation, face-to-face, faculty, higher education, instructional design, interactivity, IT in HE, law schools, leadership, learning, learning ecosystem, Learning Experience Design, Learning from the Living [Class] Room, learning spaces, liberal arts, participation, pedagogy, research, social learning / networks, social media, strategy, student-related, teaching & learning, training / L&D, United States, universities, user experience (UX), using teams, videoconferencing, vision/possibilities, by Daniel Christian

What factors help active learning classrooms succeed? — from rtalbert.org Robert Talbert

Excerpt:

The idea that the space in which you do something, affects the thing you do is the basic premise behind active learning classrooms (ALCs).
…
The biggest message I get from this study is that in order to have success with active learning classrooms, you can’t just build them — they have to be introduced as part of an ecosystem that touches almost all parts of the daily function of a university: faculty teaching, faculty development and support, facilities, and the Registrar’s Office to name a few. Without that ecosystem before you build an ALC, it seems hard to have success with students after it’s built. You’re more likely to have an expensive showcase that looks good but ultimately does not fulfill its main purpose: Promoting and amplifying active learning, and moving the culture of a campus toward active engagement in the classroom.

From DSC:
Thank you Robert for your article/posting here! And thank you for being one of the few faculty members who:

Regularly share information out on LinkedIn, Twitter, and your blog (something that is all too rare for faculty members throughout higher education)
Took a sabbatical to go work at a company that designs and develops numerous options for implementing active learning setups throughout the worlds of higher education, K12 education, and the corporate world as well. You are taking your skills to help contribute to the corporate world, while learning things out in the corporate world, and then taking these learnings back into the world of higher education.

This presupposes something controversial: That the institution will take a stand on the issue that there is a preferred way to teach, namely active learning, and that the institution will be moving toward making active learning the default pedagogy at the institution. Putting this stake in the ground, and then investing not only in facilities but in professional development and faculty incentives to make it happen, again calls for vigorous, sustained leadership — at the top, and especially by the teaching/learning center director.

Robert Talbert

Five Ways to Strengthen the Employee-Employer Relationship in 2023 [MacDonald]

On 01/07/2023, in adult learning, business, communications, corporate / business world, culture, Emotion, engagement / engaging students, leadership, relationships, strategy, United States, workplace, by Daniel Christian

Five Ways to Strengthen the Employee-Employer Relationship in 2023 — from sloanreview.mit.edu by Ally MacDonald; with thanks to Roberto Ferraro for this resource
Organizational experts offer insights on how to make meaningful changes to engage employees in the coming year.

Excerpt (emphasis DSC):

Before 2020, the structure of jobs evolved sluggishly and unimaginatively, despite evidence that traditional ways of working often harmed employee well-being. The past two years have provided leaders with an opportunity to rethink how their employees work. Those seizing this chance are applying an R&D mindset to how jobs are designed, with the goal of structuring work in ways that allow their employees to thrive while on the job and in their nonwork lives as well. It is these forward-thinking leaders who will make 2023 the most innovative year ever when it comes to how people work.

From DSC:
I like the idea of an R&D mindset. Very nice.

From DSC:
“How to retain talented staff members should be high on every administrator’s 2023 agenda.” This highlight from a recent email from The Chronicle of Higher Education linked to:

How to Retain Your Best Staff Members — from chronicle.com by Meredith Davis
Four tips from a former student-affairs administrator on how to improve work culture on campus.

Unfortunately, this important item wasn’t high on the agenda in the majority of the years that I was working in higher education. I often thought that folks in higher education could have learned from the corporate world in this regard. Although even the corporate world hasn’t been doing a good job these days about treating their people well. But that wasn’t the case in my experience at Baxter Healthcare, Kraft Foods, and Wells Fargo from years ago.

Perhaps we should have more people “crossing over” between the silos that we seem to have established. That is, a person could work within higher education for 2-3 years, move over to a corporate environment/government/vocational space/other, and then works a few years there before coming back to higher education in a different capacity. Perhaps more pathways and tighter collaboration could exist in this manner.

Hmmm…design thinking…there’s got to be something here…

How the University of California Strike Could Reshape Higher Education [Reilly]

On 11/29/2022, in adjunct faculty, career development, change, changing business models, culture, dangers of the status quo, faculty, future of higher education, game-changing environment, higher education, United States, universities, workplace, by Daniel Christian

How the University of California Strike Could Reshape Higher Education — from news.yahoo.com by Katie Reilly

Excerpts:

“To have this many workers on strike is really something new in higher education,” says Rebecca Givan, an associate professor of labor studies at Rutgers, who is also president of the union for graduate workers and faculty at her university. “The willingness of these workers to bring their campuses to a standstill is demonstrating that the current model of higher education can’t continue, and that the current system really rests on extremely underpaid labor.”
…
The striking workers argue that their current pay makes it challenging to afford housing near their universities, in a state with one of the highest costs of living in the country. Jaime, the Ph.D. candidate, says he makes $27,000 per year as a teaching fellow and pays $1,200 in monthly rent for an apartment he shares with two roommates. (Median rent in the Los Angeles metropolitan area is about $3,000, according to Realtor.com.) “We are the ones who do the majority of teaching and research,” he says. “But nevertheless, the university doesn’t pay us enough to live where we work.”

Also relevant/see:

Hundreds of UC Faculty Members Stop Teaching as Strike Continues — from chronicle.com by Grace Mayer

Excerpt:

The strike is shining a spotlight on a longstanding problem within higher education: Today, tenured, full-time faculty members make up a smaller percentage of university employees than they did 50 years ago, in part due to the financial pressures facing universities amid funding cuts. The proportion of other university employees, who receive less job security and lower pay, “has grown tremendously,” says Tim Cain, an associate professor at the University of Georgia’s Institute of Higher Education, who studies campus activism and unionization.

“There’s such stratification between the tenured full professor and a graduate student employee or a postdoc or a tutor,” says Cain. “They’re doing a great deal of the work, and the work that they’re doing in the classroom is often very similar to the work of others who are getting paid substantially more.”

Speaking of schools in California, also see:

UC Berkeley agrees to make online content accessible to settle Justice Department lawsuit — from highereddive.com by Natalie Schwartz

I Never Wanted to Be a School Administrator. Here’s Why I Changed My Mind. [Harris II]

On 11/09/2022, in change, culture, education, education reform, K-12 related, leadership, more voice more choice more control, strategy, teachers, by Daniel Christian

I Never Wanted to Be a School Administrator. Here’s Why I Changed My Mind. — from edsurge.com by Patrick Harris II

Excerpt:

What made him so unique? Maybe it was his humility. He didn’t claim to have all the answers. Maybe it was the trust he put in me as a new teacher on his team. When I asked him which curriculum we used, he said, “I trust you to collaborate with the team and build it. I have some resources here to help us ensure that we create a scope-and-sequence for the literacy skills our students need. But we have to create it.” Maybe it was how frequently he said “we.”

Principal Williams had to answer to the school board, to our school’s executive director and to parents, but when it came down to decision-making, everything was up for discussion. I could walk into his office for anything. I felt motivated to become more involved in the school community because he made room for me.

He was flattening the hierarchy.

Cultivating a culture where every voice matters is not the quickest solution, nor is it the easiest, but my hope is that it will have a long-lasting impact at our school. The more that we flatten the hierarchy, focus our attention on building trust and talk more with one another, the better chance we have of creating schools that teachers want to stay at and that students want to learn in.

Learning Ecosystems

Brief reflections on “Colleges Race to Hire and Build Amid AI ‘Gold Rush’ [D’Agostino]

Upskilling the top priority for L&D leaders, LinkedIn report finds [Stepanova]

Reflections on “Teaching: A University-Wide Language for Learning” [Supiano]

10 Tips to Help You Find the Legal Career That’s Right for You [Henslee]

Reflections on “What is college for? Gov. Shapiro raises the question. Higher ed leaders are listening.” [Bunch]

The academic career is broken [Leffingwell]

Five Ways to Strengthen the Employee-Employer Relationship in 2023 [MacDonald]

Reflections on “How to Retain Your Best Staff Members” [Davis]

How the University of California Strike Could Reshape Higher Education [Reilly]

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