Post-2016 election challenge and opportunity for higher education

Fifty years ago, Robert F. Kennedy introduced the phrase that “one may live in interesting times”.  He stated that “like it or not, we live in interesting times. They are times of danger and uncertainty; but they are also the most creative of any time in the history…” (speech given in Cape Town, June 1966).  It appears to me that today, we are also living in ‘interesting times’.  For most, uncertainty and danger for many are clearly perceived for 2017 and beyond. There is so much that is unknown at the moment that it becomes unsettling. But perhaps these post-2016 election times might also challenge us, the words of RFK to be “creative”. That is, to ponder, reflect and act.

In her book entitled Hope in the Dark, Rebecca Solnit (2015 reissue of 2004 book) writes  about ‘hope’ but not as optimism per se but rather that “hope locates itself in the premises that we d9781608465767-f_mediumon’t know what will happen and that in the spaciousness of uncertainty is room to act. When you recognize uncertainty, you recognize that you may be able to influence the outcomes.” (from her Facebook page in November 2016).    “Optimists think it will all be fine without our involvement; pessimists take the opposite position; both excuse themselves from acting. Hope is an embrace of the unknown and the unknowable, an alternative to the certainty of both optimists and pessimists. It’s the belief that what we do matters even though how and when it may matter, who and what it may impact, are not things you can know beforehand.”   As she proposes, recognizing uncertainty allows us to recognize that we might be “able to influence the outcomes”.  Thus, it appears that now is the time to take action.

Although a rather simplistic statement, the 2016 elections revealed so much more about the current state of U.S. society and higher education’s connection (or lack thereof) to that reality for many. Higher education has been often accused of being elitist and out of touch with society and I would argue that sometimes we have been. University towns are sometimes called a ‘blue bubble’ in an otherwise red state. A recent article from the Chronicle of Higher Education highlighted the phenomena of “blue bubbles”  and provided some perspective on why universities are sometimes isolated from the surrounding communities. And this is where change must begin.

From the perspective of higher education, I would argue (along with many others) that higher education has not only a role to play but a responsibility to get involved and even to assume a leadership role.  As educational institutions, colleges and universities must continue to educate our students as well as our faculty, staff and administrators about social justice, equity and civil discourse.  We must be intentional about engaging with the dialogue around difference, encouraging all to speak up and speak out and to do so by understanding difference and through listening and hearing the voices of others.  It is also important that we focus our attention to communicate with clarity and to enhance our skills and ability to determine the accuracy of information and seek truth.  Articles about programs, strategies and workshops as well as analyses, opinion pieces and reflections are found frequently in publications including the Chronicle of Higher Education, InsideHigherEd, and Times Higher Education to name only a few.

Let me offer a few examples.

In the days following the 2016 election, an increase in hate motivated campus-climate incidents occurred and was reported by the Chronicle of Higher Education.  The data were compiled by Southern Poverty Law Center which issued a report including historical context and detailed information about type and location of the hate-related incidents.  I believe that in part these data provided the impetus for the call for higher education to respond and a focus on citizenship was one such response. Although there are many others, recent articles suggest how colleges can teach students to be good citizens and urge colleges and universities not to retreat but rather to teach citizenship.  Examples of programs and initiatives for understanding difference, increasing awareness of micro-aggressions and implicit bias and sustaining affirming campus-climate environment appear regularly in the higher education news and social media.

Given the rhetoric of the 2016 election campaign, it has become very clear that “racism still exists and can appear” on university campuses according to racial-equity scholar Harper (2017) in a recent Chronicle of Higher Education article.  “The polarizing nature of the 2016 campaign makes improving the racial climate a more urgent matter for higher-education leaders.”  Once again,this speaks to the opportunity and the need to act and educate.

Education is critical and universities must do their part.  Universities can provide opportunity, programs, space (real and metaphorical) for dialogue, and messages that foster inclusion.   A recent example of a timely message is the address provided by Andy Morikawa (Blacksburg, Virginia) at the December 2016 Virginia Tech Graduate School Commencement.  (Note: his remarks begin at minute 35 on the recording).  Morikawa encouraged us to get involved, get engaged in civic life and community engagement, to be attentive, to listen, to have tough conversations with those who don’t share the same views and to do so regularly in community.

As we know education is a primary mission of higher education and for many universities, research is also a primary mission.  Science, discovery and the search for truth are critical and remain even more so in the post 2016 election era.  Besides ‘teaching citizenship’ and encouraging civil discourse, how do we engage our students with determining facts and uncovering ‘fake news’?  A recent article from Times Higher Education (THE) suggests that it is education not regulation.  Seargeant and Tagg (2016)  wrote that “the heightened need for critical literacy skills in tackling fake news and media manipulation highlights the central role that higher education can play for society as a whole.”  Further, Virgo (2017) writing in Times Higher education suggests that the university must accept its “role as critic and conscience of society”.

In this post-2016 election era, faculty and academic administrators have much to contemplate not only about our defined missions in research, teaching, and engagement but also as critic and conscience of society in accepting the responsibility of the university as a social institution and to do so with “intentional and ethical scholar activism“.

Higher education has the responsibility to be ‘creative’ and innovative in these ‘interesting times’ and to embrace the unknown and act so we can ‘influence the outcomes’.  Let us work individually as well as collectively.

Edward Bouchet: Changing U.S. higher education forever

Sometimes there are individuals who by the nature of being oneself and moving forward make history and influence change. One such individual is Edward A. Bouchet, PhD (1852-1918).

Higher education in the United States prior to the early 1800s was accessible primarily to white males of some social and financial privilege.  Women’s colleges (e.g., Oberlin, 1837) would be founded in the early19th century.  Two HBCUs (Cheyney University of Pennsylvania,1837; Lincoln University in Pennsylvania, 1854) were established for blacks before the American Civil War although the vast majority of the Historically Black Colleges and Universities (HBCUs) were established post civil-war.  The Land Grant university was developed in 1862 and shortly thereafter land grant universities were established throughout the United States including the addition of the 1890 HBCU institutions in the formerly segregated South.  As is evident above, very few individuals of color and women were provided access to seek higher education let alone an opportunity to earn a Doctor of Philosophy (Ph.D.) prior to the 1870s.  Edward A. Bouchet would change that history.

Edward A. Bbouchetouchet was born on September 15, 1852 in New Haven, Connecticut.  According to Dr. Curtis Patton, Edward Bouchet “became a man of exceptional intellectual and emotional courage, undaunted by the barriers of the day”.  He attended the Artisan Street Colored School and New Haven High School prior to entering the Hopkins School in 1868 where he studied the “classics, Latin, Greek and Greek history, geometry and algebra and graduated valedictorian”.  Bouchet entered Yale in 1870 to study physics and mathematics and graduated with highest honors in 1874.  Two years later, he earned a Ph.D. in physics from Yale becoming the first African American in the U.S. to earn a Ph.D.  He was one of the first African Americans to be elected to Phi Beta Kappa Honor society.

In 2005, Yale University and Howard University established the Edward Alexander Bouchet Graduate Honor Society (Bouchet Society) to recognize outstanding scholarly achievement and promotes diversity and excellence in doctoral education and the professoriate . As the co-founding chapters, Yale University and Howard University succeeded in honoring Dr. Bouchet’s pioneering contributions to doctoral education and established an ever increasing network of scholars and advocates for students who have been historically underrepresented in the professoriate. Since the founding, additional chapters have been established (Cornell University, Rutgers University, the Chicago School of Professional Psychology, the George Washington University, University of California, Los Angeles, University of California, San Diego, University of Miami, University of Michigan, University of Wisconsin, Madison, Virginia Polytechnic Institute and State University, Washington University, St. Louis) and many deserving emerging scholars and faculty have been inducted to membership. At Virginia Tech, we are honored to have been recently invited to develop a chapter and induct VT PhD candidates as members.  This year, VT President Timothy Sands delivered the keynote address at the 11th Annual Edward A. Bouchet Forum at Howard University and received the Legacy Award.

Edward Bouchet lived during a challenging time period for African Americans and he persevered. He expected much of himself and achieved even more. In addition to the Bouchet Graduate Honor society, his achievements and legacy are celebrated through numerous fellowships and awards such the Bouchet undergraduate fellowship at Yale, Promising Scholars fund, Bouchet Leadership award, American Physical Society Bouchet Award, and more.

Edward Bouchet served as a role model throughout his life and does so today. His legacy continues through the work of the Bouchet Society and especially the fellows selected annually by the chapters for their academic excellence, leadership, character, service and commitment to inclusion and diversity in the academy.  Challenges still exist today and there is much work to be done. The scholarship conducted by the Bouchet Fellows gives great value and meaning to society and their commitment to an inclusive academy helps continue the change that Bouchet started more than century ago.

VT-shaped individual: graduate student focus

Shortly after his arrival at VT, President Timothy Sands established an initiative entitled Beyond Boundaries and challenged the university to envision the future for Virginia Tech informed by four concepts: VT-shaped discovery, communities of discovery, nexus of discovery, and continuous innovation.  The key messages associated with Beyond Boundaries include the following (adapted from www.beyondboundaries.vt.edu):

  • purpose driven and person centered approach
  • disciplinary depth and interdisciplinary capacities
  • flexible curricular design and research addressing complex needs of communities and society
  • land grant mission of outreach and application of knowledge with commitment to service through “Ut Prosim”
  • inclusive and diverse communities

Screen Shot 2016-08-13 at 12.14.01 PMIn keeping to the conceptual framework and key messages, the VT shaped student was born. As shown in the figure, the “T” represents the disciplinary depth (3) as well as transdisciplinary knowledge (1).  The “V” represents the informal communal learning (2) and the guided experiential learning (4).  The graphic lends itself nicely to the VT symbol that has come to represent Virginia Polytechnic Institute and State University.

While much of the internal conversation has already focused on the undergraduate student, the concept applies to graduate (and professional) students. Specifically, “the challenges of the future require the capacity to work in interdisciplinary teams, engage in critical and creative thinking, collaborate with diverse people, communicate effectively, and conduct oneself with a deep sense of ethics.”  And indeed these “requirements” are key elements of the Graduate School’s initiative entitled Transformative Graduate Education (TGE) developed in 2003.

Screen Shot 2016-08-13 at 9.41.07 AM

As is shown in the figure and articulated on the website, the transformative graduate education (TGE) initiative “pushes the boundaries of traditional disciplinary academic education and provides the philosophical underpinnings for a truly innovative graduate education experience.”  TGE is framed by four cornerstones (pillars): knowledge, scholarly inquiry, leadership, and social responsibility.  Our efforts and activities are grounded within the fundamental principles of interdisciplinarity, inclusion and diversity, ethics, innovation (technology) and global perspectives.

Beyond the myriad of courses and programs offered, let me Screen Shot 2016-08-13 at 10.51.00 AMhighlight a few examples of the ways in which the TGE initiatives contributes to the preparation of the VT-shaped graduate student as described above.

To address the “deep sense of ethics”, all graduate students must demonstrate understanding of academic integrity and satisfy an scholarly integrity and ethics requirement officially recorded on their graduate plan of study.  For more information, see ethical pursuits in academe and ethics requirement.

In order to help graduate students “communicate effectively”, the Graduate School offers a variety of approaches:  two graduate courses – Communication Science (2 cr) and Citizen Scholar Engagement (3 cr) and recognition as a Citizen Scholar.  In addition, the Graduate School also offers a course entitled Inclusion and Diversity in a Global Society (3 cr) and actively promotes an affirming and welcoming graduate community and the Office of Recruitment and Diversity Initiatives (ORDI).

The “T” educated individual stresses both disciplinary depth and interdisciplinary breadth and the VT Graduate School has actively engaged in developing initiatives and opportunities to foster interdisciplinary programs and interdisciplinary thinking.  Among these are the Interdisciplinary Graduate Education Programs (IGEPs), the development of the individualized interdisciplinary PhD program (iPhD) and support for the Interdisciplinary Honor Society (IDR) established by VT graduate students.  These are fine opportunities but it is time to extend beyond boundaries even more.

For many years, I have advocated for interdisciplinary thinking and proposed the “pi” metaphor for interdisciplinary or transdisciplinary graduate education.  Picture5In this graphic, disciplinary depth in more than one academic area is stressed and strong connections across the disciplines are emphasized depicting transdisciplinarity.  I would argue that expanding beyond the “T” to the Pi (π)-educated can be seen as a valuable approach in the preparation of graduate students to become the adaptive innovators needed for the 21st century workforce.

By adopting this philosophical approach in alignment with the VT Beyond Boundaries initiative, the goal of a VT-shaped graduate student can be realized not only through the opportunities to become Pi (π)-educated but also for graduate students to gain valuable knowledge, skills and abilities through the programs offered via the Graduate School’s Transformative Graduate Education (TGE) initiative.

 

Being Futurisktic

Institutions of higher education (IHEs) have often been viewed as slow to change and to prefer, and even perpetuate, the status quo or the “way we have always done it”.   Thus, IHEs often appear to be (or are) risk-averse and reluctant to change.  But change is clearly needed amidst the many challenges facing higher education today.  In addition to the challenges, there are many and varied opportunities and possibilities.

In thinking about the future for higher education and working toward transformative change (evolution and especially revolution), the challenges tend to visible immediately and the associated risks often become the reasons that we question if we can or if we should move forward. Even though progress is always possible, change is often limited by the risks or the perception of risk and possible failure. Some academic leaders are risk-averse or take actions that appear to be risk-averse, but I would argue that risk must be acknowledged and welcomed as a part of our growth individually and professionally and institutional change.

To effect change we must adapt our thinking to be futuristic and simultaneously embrace risk as a critical element for significant progress to be made; that is futurisktic.  Futurisktic thinking can also be seen as a way of thinking not just about the future but as a mindset for engaging with today’s challenges and associated risks in pursuing the opportunities that emerge.

A few thoughts about being futurisktic relative to graduate education. Graduate deans and graduate schools can be agents for change by taking the risk and leading the way in challenging the status quo.  For graduate education, the status quo has played out in many ways but only two are mentioned here: assumption that ‘surviving graduate school’ is the norm and the way to evaluate performance is primarily through known markers of success while ignoring or dismissing failure.

Obviously we should strive for success but still note that much can be learned from failures. For graduate education, academic leaders should accept the responsibility to create the space for encouraging graduate students to take risks in pursuit of greater understanding knowing full well that failure is possible. As we know well, failure is a critical component of learning and research.

Surviving graduate school has been the recent rhetoric about the graduate student experience and I advocate to change the rhetoric and reality from surviving to thriving. Thriving provides an alternative metaphor for the experience and should guide us toward to the future. Thriving doesn’t mean lowering of quality or expectations. It is about empowering graduate students and providing the space to seek opportunities and take risks. Thriving allows for more creativity and innovation within the graduate education experience.  As a Graduate Dean, I encourage us to think differently about graduate education for the future (that’s a topic of a future blog), take some risks and encourage being futurisktic.

Futurisktic: of the future that includes risk (that’s okay) and taking risks (that’s good)

InclusiveVT initiatives: Graduate School updates

InclusiveVT was developed in July 2014 as a framework for Virginia Tech to become a more inclusive and diverse university.  An overview of the effort, recent report and events can be found on the website, the inclusion and diversity blog and through social media (twitter, Facebook, Instagram and more).

As part of the effort, senior leadership was asked to develop three initiatives for implementation starting during the 2014-2015 academic year. As one of those administrative units, the Graduate School had previously developed many programs and opportunities focused on diversity and inclusion including an office of Recruitment and Diversity Initiatives (ORDI) and wanted to develop initiatives that would promote pervasive change and actively engage constituency groups across the university in transformative change.

In this post, I will report specifically on the progress made on the Graduate School’s three InclusiveVT initiatives:  holistic admissions, inclusive Graduate Life Center (GLC) and affirming environment for graduate education.

Holistic admissions in graduate education

In preparation for action, Graduate School staff investigated the use of holistic admissions at selected universities in the U.S. to identify promising practices. The next step was to survey departments and programs to determine the admission practices already in use at VT.  After reviewing the results of the surveys and wanting to identify admission criteria beyond the typical GPA, GRE scores (or other standardized test scores) and reputation of the university, we decided to make changes to the Graduate School application and the letters of recommendation process. Based specifically on information provided by our departments and programs we modified the application so that applicants could provide additional educational experience for consideration in admissions: community involvement and/or service; leadership; overcoming social, economic and/or physical barriers; personal and/or professional ethics; recognition of achievements over time; and research and scholarship.

In alignment with the personal attributes critical to academic success studied intensively by Educational Testing Services in its development of the Personal Potential Index (PPI), we modified the letter of recommendation form to include specific questions about the following: communication skills, ethics and integrity, initiative, innovation and creativity, planning and organization, and teamwork. Letter writers are asked to evaluate the applicant on these attributes and then provide a brief statement about the most compelling reason to admit the candidate. Full letters of recommendation are still to be submitted.

The changes in the application and the letter of recommendation form were designed and built in such a fashion that departments/programs can “sort” by the additional educational experiences and personal attributes as well as GPA and other measures departments wish.  Admissions committee are encouraged to use these experiences and attributes systematically in determining qualified candidates and not just “sort” by high GPA and high GREs. Specifically, department are asked to “sort” initially and then revisit the applicant pool to “sort” at least two more times to expand the pool by the addition of those who were rated high on the pertinent additional educational experiences and personal attributes of value for academic success. We have collected data on the demographics of the pool of qualified applicants (admissible or admitted) in the last three years and will compare these with the data to be collected starting for Fall ’16. It is anticipated that these changes will allows for an increase in the size and diversity of the pool of qualified applicants. Beginning in mid Fall’15, we have conducted workshops and information sessions about holistic admissions and I am personally holding college-level meetings to discuss holistic admissions and affirming environment for graduate education.

Inclusive GLC and Affirming Environment for graduate education

These two initiatives are both focused on creating an affirming and welcoming “space and place” for graduate education; the first initiative is focused on the Graduate Life Center (including the Graduate School) and its people, program, place, policies and more and the second is focused more broadly on the broader university departments and programs. Specific activities have included the establishment of a GLC advisory committee to define inclusivity in terms of the physical space, attributes and policies of the Graduate Life Center. Also in the mix is an examination of the GLC promotional materials, evaluation mechanisms, and future programs. Educational programs and workshops have been initiated for GLC and Graduate School employees for understanding unconscious bias and micro-aggressions along with a commitment to the Principles of Community and inclusivity in hiring of new employees and in the annual review process of current employees.

Many efforts are directed toward creating more affirming and welcoming environments for graduate education. Among these are an revised entry survey and an exit survey developed to understand why individuals chose to enroll (or not) at Virginia Tech and to gather information about their experiences at VT upon completion of their degree. These have been helpful in enhancing the graduate experience at VT. We have also conducted “mid” surveys and more recently “climate surveys” to evaluate the climate for graduate education and wherever possible to determine why individuals chose to leave VT. With the goal of retention and provision of pertinent services and programs for our students it is important to understand more about their characteristics, varying attributes and multiple identities. Thus, we developed a post-admissions, pre-enrollment survey so that they can provide additional information about their needs and desires so that we can provide meaningful support services and programs.

Throughout this year and beyond, we will be conducting workshops and information sessions and gathering data about affirming practices and information about the graduate students’ experiences.   We are working with departments/programs to assist faculty and graduate students in dialogue about understanding privilege, unconscious bias and micro-aggressions. In support of these efforts, I have authored a series of blogs on academic bullying, expectations for graduate education, understanding stress and more to share my reflections and offer resources for others to create or enhance affirming environment for graduate education.

The most recent endeavor is to change the rhetoric and reality of graduate school from surviving to thriving. Stay tuned – more to come on Thriving in Graduate School. Your thoughts and comments are welcomed.

Academic bullying

Academic bullying. In what ways does it manifest itself?  When does it occur? Why does it exist?  And most importantly, how can bullying be eliminated and an affirming environment for graduate education be enhanced?  The questions are many, the answers actually complex.

Academic bullying has become increasingly more visible in the past few years and might even to aProfessors behaving badlyppear as being more tolerated in higher education today.  One comprehensive study was conducted and the results published in 2011 by John M. Braxton, Eve Proper, and Alan E. Bayer entitled Professors Behaving Badly: Faculty Misconduct in Graduate Education.

 

Several other books on bullying have been written in the last few years. Articles, reports and coverage within the higher education media (see articles in Chronicle of Higher Education, InsideHigherEd) occur with some frequency.faculty incivility workplace bullying in HE Bullying in Ivory tower Bullying exists in higher education and Graduate Schools must assume a leadership role in addressing the concerns for graduate education and graduate students.

Although the terminology of ‘academic bullying’ is recent, the emphasis upon quality of and for graduate education extends back to at least the 1990s including prominent examples from AAU and the AAUP.  The Association of American Universities (AAU) established the Committee on Graduate Education and issued its report calling on universities to examine graduate education programs (AAU GradEd report).  Shortly thereafter in 1999, the AAUP established policy about graduate education and resources for graduate students.  Mentoring, collegial relationships and affirming education + equitable employment conditions were important and remain so. Civility should be the expectation and bullying should not be tolerated.

Today, most if not all of the U.S. Graduate Schools now have statements and documents in which they articulate the established principles for graduate education frequently referred to as principles or guiding principles, codes, or expectations. Even though the terminology of ‘academic bullying’ might not be specifically mentioned, the intent of these documents is to articulate the expectations for quality graduate education and an affirming climate for graduate students.  This is the approach taken by the Virginia Tech Graduate School.  We entitled our document Expectations for Graduate Study in which the expectations for graduate students, faculty, departments/programs and the Graduate School were articulated.  A website was created along with a summary of the expectations Expectation_Glance_2011.

The VT Graduate School is committed to enhancing the graduate education experience and providing opportunities for graduate students to thrive.  We are changing the paradigm from survival, silence and acceptance of status quo to transforming graduate education. The conversation about academic bullying will continue.  Watch for additional blog posts, information about models and promising practices, and ways to share concerns anonymously.

Inclusion

Virginia Tech has developed an initiative called InclusiveVT which now serves an umbrella for inclusion and diversity efforts.  VT President Timothy Sands has publicly stated that inclusion is the goal and with inclusion will come diversity.  For more information, see the InclusiveVT website and blog.

Most of us would say that we understand and would be able to define inclusion. And we would commonly define inclusion as the “action of including or being included within a group or structure”.  Although accurate, inclusion is and has to be more.

From my perspective, inclusion thus is not simply about including individuals of diverse backgrounds into existing groups or structures (society).  It has to be about changing the culture of the group or structure (institution) as well so that individuals could be and are included.   Without such change, individuals might be “present” in the structure but might and often do feel excluded.  With cultural change, the modified structure would then be more inclusive and less representative of the status quo. Institutions of higher education have been very slow to change but they must.  To do less is to fall short of the transformational change toward inclusivity needed in higher education.

Risk taking and higher education: Not an oxymoron

Words like revolution, transformation and risk-taking are not necessarily common in higher education….until recently.  And I’m delighted to see the change.

“Of the iUse of the univnstitutions that had been established in the Western world by 1520, 85 still exist – Catholic Church, the Parliament of the Isle of Man, of Iceland and of Great Britain, several Swiss cantons, and 70 universities. Of these, perhaps the universities have experienced the least change.” (Kerr 2001, p.115 from The Uses of the University originally published in 1982 by Harvard University press).

As indicated above and common knowledge, universities have been slow to change throughout much of history at least through the 20th century.  But the advancements in technology of the 21st century have definitely precipitated change in almost all aspects of the university.  We have seen changes in the teaching and learning mission.  Research and discovery have expanded due to the use of technology as have the ways in which we disseminate scholarship.  Innovation and entrepreneurship have become common in today’s universities.  And of course, administrative processes and communication strategies sometime bear little resemblance to the past.

Although change is occurring, more is needed.  Many books have been written, op-ed pieces published and reports issued about the status of higher education today.  Once such report entitled “An Avalanche is Coming” offered the following:pub-avalanche-130305_10432.693d2106

“Our belief is that deep, radical and urgent transformation is required in higher education as much as it is in the school systems.  Our fear is that, perhaps as a result of complacency, caution or anxiety, or a combination of all three, the pace of change is too slow and the nature of change too incremental” (March 2013, p. 3)

If the “pace of change too slow and nature too incremental”, the leadership for the 21st century universities must be willing to challenge the status quo and take risks.   We must be “futurisktic“.  In that blog (2013), I wrote:

“Being futurisktic is about change.  It is about embracing risk as an integral aspect of      change.  Risk should not be viewed as a negative but risk taking will likely force us out of our comfort zones.  By doing so, it allows us to acknowledge and embrace the meaningfulness and value of change…. Being futurisktic is about pushing ourselves and pushing the limits as is so wonderfully exemplified in the video entitled the future is ours.”

A recent example of pushing oneself and stretching beyond one’s comfort zone is the article about “From safe spaces to brave spaces” by Brian Arao and Kristi Clemens (2013).  The discussion of moving from “safe” to “brave” spaces has been especially pertinent to social justice and diversity. Several universities (e.g., UMBC, University of Michigan, Berkeley, UCLA, NYU) have initiated programs, dialogue and issued guidelines.  The metaphor of safe to brave should be embraced by university communities and utilized in considering futurisktic ideas and embracing change and institutional transformation.

I realize that change is difficult for some and especially in higher education where the culture tends to reinforce caution and the status quo.  As stated in “An Avalanche is Coming”, higher education needs transformation and individual leaders who can help lead the way.  “Ethical Ambition: Living a Life of Meaning and Worth” by Derrick Bell (2002) provides some guidance for these leaders toward this end.  He offers advise for being successful and maintaining a sense of integrity.  His message is simple in that he “urges us to livEthical Ambitione a life of passion, to have the courage to take risks for what we believe in, to rely on our loved ones and out faith for support during hard times, and to have the humility to know when our best intentions go awry” (front cover).

Inclusion as learning community: Initial reflections on the journey

Diversity and multicultural were two of the early terms that were used to describe efforts toward increasing demographic diversity in the corporate world and higher education dating back to the 1980s.  Since then, the terminology has continued to evolve as have the efforts and activities.

Many of the initial efforts were focused on access to higher education by individuals of diverse backgrounds especially individuals of color.  Recruitment became a priority with less attention paid to retention and graduation although these would follow. These early efforts and initiatives were based mostly on compositional diversity.  Studies were done, data collected and analyzed. Recommendations made and strategies put forward which became common practices at colleges and universities around the United States. Chief Diversity Officers (CDO) and associated offices were established and charged to increase diversity, including efforts for faculty, staff and students.

In developing successful retention strategies and degree completion among students of diverse backgrounds, universities were forced to examine the university environment and how the climate (perhaps ‘chilly climate’) influenced not only access but more so retention, and ultimately graduation. As a result, support programs and student success offices evolved. And the language and terminology continued to evolve.

The terms of “inclusion” and “inclusiveness” were made prominent by the American Association of Colleges and Universities (AACU) Inclusive Excellence initiative.  Many universities would ultimately adopt this approach and the “inclusion” terminology now leads many offices and initiatives.

Virginia Tech adopted the AACU inclusive excellence approach which guided our most recent diversity strategic plan and led the way to our current initiative.  Since early fall 2014, Virginia Tech has embarked on a journey toward inclusivity through our “InclusiveVT” initiative.  In developing the university-wide initiative, VT President Sands indicated that inclusion comes first and with inclusion diversity will follow. Through InclusiveVT, senior administrators were charged with the responsibility to propose and implement specific initiatives designed to foster inclusivity throughout the university.  These efforts are focused on people, programs, and policies and are identified with the four aspects of inclusive excellence: access and success, campus climate and interior up relations, education and scholarship, and institutional infrastructure. In an attempt to increase communication and university engagement with the initiatives, activities and resources are posted on the website, information shared via twitter (@inclusiveVT) and through our blog entitled diversity dialogue.

As indicated above, there are many activities and efforts underway at Virginia Tech which can move us toward becoming “inclusiveVT”.  But the efforts and conversation must be pushed further.  If we are to become truly inclusive I believe that we must embrace inclusion as a learning community – not necessarily a Learning Community in the more formal sense but a learning community in which we (faculty, staff, students) work together with shared goals and aspirations.  In this learning community we will need to work together and collaboratively.  Not as top down or bottom up but as fellow travelers on this journey.  In this learning community, we can and must learn from each other regardless of one’s position or status.  We must be open to hearing the voices of others who are different from us and sharing openly.  As a community, we will need to understand “white privilege“, micro aggressions, and unconscious bias and engage in efforts to create affirming environments for all.  We should feel empowered to speak and required to listen.  In this learning community, we can and will learn.

The journey has begun.  Please join us and offer your reflections along the way.

 

 

Learning Revolution

When asked by Bill Moyers in April 1988 “can we have a revolution in learning?”, Issac Asimov responded with “Yes, I think not only that we can but that we must.”  He went on to talk about the time when “once we have computer outlets in every home, each of them hooked up to enormous libraries, where you can ask any question and be given answers, you can look up something you’re interested in knowing”.  Asimov was actually talking about the internet before the internet had become a reality.  And he was talking about the need for educational reform and the need for lifelong learning, learning that was individualized, a learning revolution some 35 years ago.  His message of the late 1980s is as important today as it was then.

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“That’s another trouble with education as we now have it. People think of education as something that they can finish.” — Isaac Asimov
12/29/13 10:01 AM

Did we have a learning revolution in the late 20th century?  Perhaps we could say that some progress has been made but with more needed (that’s for a longer conversation). Although there are many good things happening in learning in schools and higher education, we have yet to realize the full extent and possibilities of the learning revolution.  Sir Kenneth Robinson, in arguing for the learning revolution states emphatically that what is needed is a transformation from the “dogmas of the past” and the “tyranny of common sense”.  In a 2013 TED talk, Robinson spoke eloquently about the three principles “crucial for the human mind to flourish”, creativity and the climate of possibility for education in the U.S.

Robinson and Asimov are but two of the scholars who have argued for educational reform. Although they have often focused on public school education, their messages are very compelling and therefore applicable for higher education as well.  The learning revolution can and should occur at colleges and universities in the United States and around the world.  Some examples are currently underway within the Commonwealth of Virginia including the Office of the Vice Provost for Learning Innovation and Student Success as VCU, the Technology-enhanced Learning and OnLine Strategies (TLOS) at Virginia Tech, and the Transformative Graduate Education (TGE) initiative offered by the VT Graduate School.

Let’s encourage our colleagues to engage our students (undergraduate, graduate), faculty and administrators in conversations about transformation and change for universities for the 21st century and to lead the learning revolution.