When Rowland Hussey Macy opened his namesake store in 1858, understanding consumer behavior was largely a matter of guessing. Retailers had little data to assess what customers wanted or how variables like store hours, assortment or pricing might impact sales. Decision making was slow: managers relied on manual sales tallies, compiled weekly or annually. Dozens of stores failed, including several of Macy’s original stores.
Predictive analytics, in the early days of retail, were rudimentary. Forward-thinking retailers combined transactional data with other types of information -- the weather, for example -- to understand the drivers of consumer behavior. In the 1970s, everything changed. Digital cash registers took hold, allowing companies to capture data and spot trends more quickly. They began A/B testing, piloting ideas in a test vs. control model, at the store level to understand the impact of strategy in near real time.
In the early days of AOL, where I worked in the 1990s and early 2000s, we were quick to recognize the risk to brick-and-mortar stores, as online retailers gathered unprecedented data on consumer behavior. Companies like Amazon could track a customer’s movements on their site using click-stream data to understand which products a customer was considering, or how long they spent comparing products before purchasing. Their brick-and-mortar counterparts, meanwhile, were stuck in the 1800s.
Unexpected innovations, however, have a funny way of leveling the playing field. Today, broadband ubiquity and the proliferation of mobile devices are enabling brick-and-mortar stores to track cell phone signals or use video surveillance to understand the way consumers navigate a store, or how much time they spend in a particular aisle. Sophisticated multichannel retailers now merge online behavior with in-person information to piece together a more holistic picture of their consumers, generating powerful data that drive changes in layout, staffing, assortment and pricing. A recent study found that 36 percent of in-store retail purchases -- worth a whopping $1.1 trillion -- are now influenced by the use of digital devices. Retailers who leverage online research to drive brick-and-mortar sales are gaining a competitive advantage.
The use of big data and predictive analytics in higher education is nascent. So-called disrupters often claim that the lecture hasn’t changed in 150 years, and that only online learning can drive transformative, game-changing outcomes for students. Of course, these claims ring hollow among today’s tech-savvy professors.
Since my transition into higher education, I have been struck by the parallel journey retailers and educators face. Both have been proclaimed obsolete at various points, but the reality is that the lecture, like the retail experience, has and will continue to evolve to meet the new demands of 21st-century users.
Like brick-and-mortar stores, lectures were once a black box -- but smart faculty members are beginning to harness the presence of mobile devices to capture unprecedented levels of data in traditional classrooms. And smart institutions are combining real-time engagement data with historic information to spot challenges early and change the academic trajectory for students.
Historical sources of student data (FAFSA, GPA, SAT, etc.) have predictive validity, but they are a bit like the year-over-year data retailers used: limited in depth and timeliness. The heart of a higher education institution is its professors -- and its classes. In addition to professors being experts in their fields, providing unique learning opportunities to their students, studies have shown that when professors have positive relationships with students, it leads to greater student success.
Some of the most interesting early data are coming from the big, first-year lecture courses. While most students experience these as a rite of passage, they also hold great potential as models of how behavioral data can improve engagement and completion rates for students. Faculty are no longer powerless in the face of larger classes and limited insight into their students' learning behavior. They can track how well students are engaging in traditional lecture classes and intervene with students who aren’t engaged in the behaviors (note taking, asking questions and attendance) that correlate with success.
Historically, professors have relied on piecemeal solutions to gather insights on student behavior. So-called student-response systems and learning management software, like digital cash registers in the ’70s, provide useful data -- but they don’t provide the sort of real-time analytics that can inform an instructor’s practice or to identify students in need of additional support and coaching.
A more recent brand of solutions -- in full disclosure, including ours at Echo360 -- are designed to work in conjunction with great teaching, while providing instructors with the tools to track and measure student engagement: Are students taking notes? Are they asking questions? These tools give administrators and instructors insight into how students are interacting and participating both in class, as well as with content or readings before and after class. No more waiting for summative tests to demonstrate that a student misunderstood a concept weeks or months earlier.
The analogy between retail and education has its limitations. The mission and objectives in education are more nuanced, and frankly, more important. However, education, like every sector, has what we call a moment of truth.
For retailers, that moment of truth is centered around the purchase decision. Sophisticated marketers and retailers have used behavioral data to become incredibly skilled at understanding and shaping that purchase decision to achieve extraordinary results.
It’s time to use those learnings for a higher calling. The explosion of digital devices in the classroom allows us to understand the learning process wherever it is happening on campus, and to support education’s vital moment of truth -- a transaction of knowledge between professors and students.
Frederick Singer is CEO and founder of Echo360, which provides active learning and lecture capture services to more than 650 higher ed clients in 30 countries.
Were it so… that some little profit might be reaped (which God knows is very little) out of some of our playbooks, the benefit thereof will nothing near countervail the harm that the scandal will bring unto the library, when it shall be given out that we stuff it full of baggage [i.e., trashy] books.
-- Sir Thomas Bodley, founder of the University of Oxford’s Bodleian Library, explaining why he did not wish to keep English plays in his library (1612).
On William Shakespeare’s birthday this year, the American Council of Trustees and Alumni (ACTA) issued a report, “The Unkindest Cut: Shakespeare in Exile in 2015,” which warned that “less than 8 percent of the nation’s top universities require English majors to take even a single course that focuses on Shakespeare.” Warnings about the decline of a traditional literary canon are familiar from conservative academic organizations such as ACTA and the National Association of Scholars. What increasingly strikes me, however, is how frozen in amber these warning are.
In a nation obsessed with career-specific and STEM education, there is scant support for humanities in general. Where are the conservative voices advocating for the place of English and the humanities in the university curriculum? One would think this advocacy natural for such academics and their allies. After all, when Matthew Arnold celebrated the “best that has been thought and known,” he was proposing cultural study not only as an antidote to political radicalism but also to a life reduced, by the people he called philistines, to industrial production and the consumption of goods.
We have our modern philistines. Where are our modern conservative voices to call them out? Instead, on the shrinking support for the liberal arts in American education -- the most significant issue facing the humanities -- organizations such as ACTA and NAS mistake a parochial struggle over particular authors and curricula for the full-throated defense of the humanities.
Worse, these organizations suggest that if one does not study Shakespeare or a small set of other writers in the traditional literary canon (moreover, in only certain ways), then literature and culture are not worth studying -- hardly a way to advocate for literary studies.
The requirements at my own institution suggest how misleading the ACTA position is, and how thin a commitment to the humanities it represents. With no Shakespeare requirement in the George Mason University English department, it is true that some of our majors won’t study Shakespeare. However, because our majors must take a course in a pre-1800 literature -- nearly all the departments ACTA examined have a similar requirement -- that means they’ll study Chaucer, or medieval intellectual history, or Wyatt, Sidney, Donne, Jonson, Milton, etc. (The study of Spenser, however, appears to me somewhat in decline; ACTA, if you want to take up the cause of The Faerie Queene, let me know.)
How can writers as great as these be off ACTA’s map? Is it because ACTA doesn’t really value them? Its Bardolatry is idolatry -- the worship of the playwright as wooden sign rather than living being, a Shakespeare to scold with, but no devotion to the rich literary and cultural worlds of which Shakespeare was a part. Hence, too, the report maintains that a course such as Renaissance Sexualities is no substitute for what it calls the “seminal study of Shakespeare” -- though certainly such a course might feature the Renaissance sonnet tradition, including Shakespeare’s important contribution to it, not to mention characters from Shakespeare’s plays such Romeo and Juliet or Rosalind and Ganymede.
ACTA also warns that rather than Shakespeare, English departments are “often encouraging instead trendy courses on popular culture.” This warning similarly indicates the narrowness of ACTA’s commitment to literary study. As anyone who’s ever taken a Shakespeare course should know, not only were Shakespeare’s plays popular culture in his own day (English plays were scandalous trash, thought Thomas Bodley), but also the very richness of Shakespeare’s literary achievement comes from his own embrace of multiple forms of culture. His sources are not just high-end Latin authors but also translations of pulpy Italian “novels,” English popular writers, folktales, histories and travelogues, among others. The plays remain vibrant today because Shakespeare allows all these sources to live and talk to one another.
Indeed, the literary scholars William Kerrigan and Gordon Braden point out that in this quality Shakespeare was typical of his age, for the vibrancy of the Renaissance derives in part from its hybridity. The classical was a point of departure, but neither Shakespeare nor Renaissance culture was slavishly neoclassical. Modern English departments, in their embrace of multiple literary cultures, in their serious study of our human expression, evince the same spirit.
Conservatives have suggested that the hybridity of the modern English major is responsible for declining interest in the major. That claim cannot be proved. Anecdotes and intuitions are insufficient to do so. Data on trends in the number of majors over time can only show correlation, not causation.
And in terms of correlation, here are four more likely drivers of the decline in the percentage of students majoring in English: students are worried about finding jobs and are being told (wrongly, according to the actual statistics) that the English major is not a path to one; students now have many new majors to choose from, many no longer in the liberal arts; English has traditionally had more female than male majors, and women now pursue majors, such as in business or STEM fields, from which they used to be discouraged (a good change); political leaders have abandoned the liberal arts in favor of STEM and career-specific education and are advising students to do the same (even President Obama jumped on this bandwagon, though he later apologized).
Regarding this last cause, the voices of organizations such as ACTA and NAS could particularly help, since many of these politicians are conservatives, and leaders of these academic organizations have ties to conservative political circles. In doing so, conservatives could help reclaim a legacy. In 1982, William Bennett, as chair of the National Endowment for the Humanities, urged colleges to support the humanities against “more career-oriented things.” By 1995, Bennett had become disgusted with what he saw as an overly progressive agenda in the humanities. Picking up his marbles and going home, Bennett urged Congress to defund the NEH. More recently, Bennett agreed with North Carolina Governor Pat McCrory that the goal of publicly funded education should be to get students jobs. “How many Ph.D.s in philosophy do I need to subsidize?” Bennett asked.
Shakespeare was generous in his reading and thinking. We can be, too. Literary scholars may disagree on many things -- on the values to be derived from a particular literary work, on the ways it ought to be framed, on which literary works are most worthy of classroom reading. But such disagreements are just part of the study of the humanities in a democratic society. When we support the humanities, we support an important public space to have these disagreements. We also support Shakespeare -- who really isn’t going away from the English curriculum -- and the study of literature more generally.
The ACTA study, as far as I can tell, was mainly met with silence. That’s because the study is a rehash of an earlier one from 2007, itself a rehash of the culture wars of the 1980s and ’90s. No one cared, because most people have moved on from the culture wars, and for many of our political leaders, culture itself doesn’t much matter anymore. Culture wars have become a war on culture. In that battle, all lovers of literature should be on the same side. Advocating for the humanities, even as we argue about them, is walking and chewing gum. We should be able to do both at the same time. I appeal to conservative academic organizations that we need to. The one-sided emphasis on majors that lead directly to careers and the blanket advocacy of STEM fields are far greater threats to the humanities than sustainability studies. And without the humanities, there is no institutionalized study of Toni Morrison. Or pulp fiction. Or Sidney. Or Shakespeare.
Robert Matz is professor of English, with a focus on English Renaissance literature, at George Mason University. He currently serves as senior associate dean for George Mason’s College of Humanities and Social Sciences.
Hundreds of years ago, college leaders were faculty members who regularly taught undergraduates alongside their administrative duties. Even a century ago, someone might go from full-time professor to president, with teaching experience fresh in mind, and then return to the faculty.
Today, college presidents’ time is easily consumed by a wide range of responsibilities: fund-raising; media, community and government relations; routine and crisis communication in a world of social media and a constant news cycle; cheerleading for the institution to a diverse constituent base; showing up at countless campus events; managing budgets; improving morale and reputation; providing strategic leadership and vision; and more.
Because the work of presidents has grown exponentially, taken on relentless speed and become increasingly distant from the classroom, many believe that presidents no longer have any place as professors. Although I had been an award-winning, tenured full professor for many years, and more recently as a dean and provost guided doctoral research and taught a graduate seminar, I had to persuade my faculty union to approve me to teach at my current university. And, once approved, even though my only experience teaching freshmen was well before our current class of students was born, I was limited to a 100-level freshman class (designed to teach critical thinking, analysis and effective communication). No problem -- I wanted to teach a first-year seminar because I suspected I would learn a great deal from doing it, and I did.
Freshmen feel vulnerable. I developed a new course with attention and care, and took it through the steps of the curriculum review process, but walking into a classroom with 17- and 18-year-olds, I felt like they did. I was nervous and uncertain of my ability to succeed even though I interact regularly with freshmen in formal and informal settings outside the classroom and even became a student and took a bagpipe class with undergraduates last spring. What if I couldn’t create with them the safe but challenging learning community I envisioned? What if no one participated willingly in discussions after I made them move the rows of desks into a circle and posed well-designed, thought-provoking questions? Or if they hated the book I selected? What if their entire experience of school had programmed the freshmen not to think for themselves, not to look at their own experiences objectively and not to consider others’ views? At some point in the semester, each of these what ifs and many other unanticipated challenges occurred, forcing honest reflection and ongoing revision of plans.
Lesson learned: As presidents protected by layers of institutional bureaucracy, we forget how vulnerable our students feel and how much their uncertainty displaces engagement with learning. Standing in front of a class strips away the layers of protection and develops empathy that is important when we are confronted in the president’s office by students in crisis and frustrated families.
Freshmen need hope of success. Characterizations of traditional-aged freshmen can be disheartening -- they are always plugged into devices, have limited face-to-face social skills, are overprotected by hovering parents and care only about their future earnings. Indeed, these characterizations were true of some of my students some of the time. More importantly, as I was trying to guide them into the lofty ideals of liberal education that underpin the first-year seminar, they were still developing cognitively and emotionally. This often masquerades as a lack of commitment -- at times they misjudged, couldn’t anticipate consequences, didn’t perceive others’ perspectives and seemed incapable of self-regulation.
Although there were many moments when I questioned it, they taught me that freshmen do, in fact, care deeply about college. They care because college costs a lot, even at a public university, because they understand the role of higher education in preparing them for better professional and personal lives, and largely because they are trying to convince themselves that they can succeed socially and academically in college and in life. This was not easy for my students (half of them first generation and from low-income families), who have seen too many counterexamples of college graduates working low-wage “high school jobs” and teenage single-parent dropouts.
Lesson learned: Presidents worried about retention should not overlook the importance to freshmen of simply nurturing the tenuous hope that they can succeed in college.
Many freshmen aren’t prepared for college. The first-year seminar is intended to guide students into understanding college expectations, thinking critically and analytically, problem solving, communicating effectively, and handling difficult and challenging material. At Edinboro University, like many other colleges, these outcomes are approached through various topics that engage freshmen because they are “relatable,” as my students were so fond of saying. My seminar topic was College: What, Why and How, and we read pseudonymous anthropologist Rebekah Nathan’s book, My Freshman Year, as our core text alongside higher education and popular news and social media. These texts launched honest conversations about the purpose and culture of college and about national issues in higher education, and students enjoyed reading and talking about topics so close to their daily lives. But they also got bogged down in more difficult sections of the book.
They found the related research, statistics and other contextual information to be “boring” and “useless,” missing the way in which this information illuminated and provided insight and texture for their lived experiences. In high school, many had learned to “just skip the hard parts” and one admitted he had never read a book before, relying on plot summaries instead. Later in the semester they laughed when I said that I expected “a short essay answer, not just two or three paragraphs” on the final exam. In high school, they explained, three paragraphs constituted a full essay. By “essay” I was suggesting the deliberate construction of a coherent, well-reasoned argument, and they saw it as a demand to pen three paragraphs.
Lesson learned: Faculty concern about current freshman students’ poor preparation is not just nostalgic grumbling; these concerns are valid and presidents need to understand how intensely challenging and time-consuming it is to work with students who may be capable but whose high school preparation is sorely lacking.
Freshmen learn a great deal outside the classroom. We read about how the students Nathan studied balanced academic and social activities, and we talked about achieving the balance. When I asked my freshmen to go around the circle and state the percentage of time they spent on classes, homework, projects, studying and the like, the overwhelming majority stated that they spent only about 25 percent of their waking hours on anything academic (some even less), and this was probably inflated given that the question was asked in a classroom setting.
They dedicated their time primarily to social and occasional extracurricular activities and relaxing with Netflix. “Hanging out with friends most of the time” was justified as allowing them to “network for future jobs.” I cringed at these revelations, which too often were reflected in the quality of some students’ weekly writing assignments. But I also noted that even though they said they had come to college primarily to pursue a major that would prepare them for a good job, most also observed that they learned more outside of the classroom than in it. And, of course, that’s an important benefit of face-to-face residential college education. Learning to get along with strange roommates from unfamiliar places, to be a member of a much more diverse community than they were comfortable with and especially learning to manage their time wisely were all significant and necessary tasks for the freshmen.
Lesson learned: As an academic I had always assumed that what happened in the college classroom was primary. Presidents need to be reminded that what students learn in college is much broader than their classroom performance.
Freshmen change and grow dramatically. Managing their time in the context of extensive freedom and responsibility (they had, for the first time, to do their own laundry or control spending on entertainment) was a major stumbling block for my freshmen. And then there were new friends -- for many the first peers they had ever met who, unlike high school classmates, were “geeks” or “artists” or “different” like them and understood and accepted them for who they were. Even though the freshmen knew they should set aside time to study, many didn’t have the motivation and self-regulation skills to manage the pull of the social and were always behind on schoolwork. More than once I received a weeks-late assignment from a student with the message, “I know this is too late to count but I wanted to do it anyway.”
At the beginning of every class I had students do a brief informal written assignment related to the reading for the day, because I knew they needed a lot of practice with writing and because it signaled for them that they had to do the reading assignments and show up on time. And it gave everyone a chance at success -- if you were in class and had done the reading, you could do this assignment and do it well. Informal writing also allowed them to see that they could think and respond critically and thoughtfully to the reading and that they had something to say, so it laid the groundwork for overcoming an aptly misnamed “hate dread” of speaking in class. For nearly all, in their writing and in class discussions, opinion was conflated with fact and critical analysis of ideas and acceptance of complexity were new. Still, throughout the semester many openly, sometimes with shame, recognized and tried to shed their own stereotypical and ungrounded notions and develop academic habits of mind and inclusive attitudes.
Lesson learned: As presidents we talk a lot about the transformational impact of an education at our universities. Teaching freshmen lent credibility to what I say. They do grow and change significantly over even one semester -- we are, in fact, changing lives.
Freshmen do some of their best work for peer audiences. I worried that my freshmen’s long-term project presentations might be a disaster, because as hard as I tried to structure their presentations by requiring them to meet with me to discuss topics, submit information resources and determine a mode of presentation well ahead, multiple students’ project topics changed a day or two before they were signed up to present. Yet over the course of four full class sessions, they surprised me with very creative and interesting presentations that were courageous, honest and powerful, on topics that were very close to their hearts and minds, including suicide, sexual health in college, being LGBTQ on campus and being physically disabled as a college student. I was surprised to discover that presentation to an audience of peers is a powerful motivator that resulted in some students doing their best work of the semester.
Lesson learned: It is easy for presidents to question the motives of professors who devote significant amounts of class time to group work and presentation by students rather than “actually teaching,” but for many students the goal of presenting effectively to peers drives engagement and success. Further, they have surprisingly high standards when evaluating peer presentations.
Teaching a first-year seminar was an enormous amount of work on top of my “day job,” but I relished it. As a university president, I miss the challenges and rewards of teaching. Many of my freshmen regularly came to class 20 minutes early just to talk. They worried if I wasn’t there early myself and once sent a student looking for me five minutes before class started. They asked if I’d teach another course for them next year or continue the class into the spring -- flattering, but I worried maybe I wasn’t challenging them enough. They even reflected with empathy on what they read in the assigned text about professors planning extensively and then feeling like failures when students don’t participate in class. Still, I experienced a recurring feeling throughout the semester that I was working a lot harder than my freshmen.
In some ways I was, because I insisted on providing specific written feedback on all of their weekly assignments and because I wrestled constantly with what to do about cell phones in class, how to engage the perpetually disengaged, and similar challenges. It was difficult to give a poor grade to students I liked and cared about even when that grade was indisputably earned. And when I faced an instance of plagiarism, I felt like my trust was violated to its very core. I worked hard because I cared deeply, but my students worked hard, too, and I saw it demonstrated in so many ways throughout the semester. That made the planning, responding to writing, emotional and academic support, and personal investment not only worthwhile but also essential.
Essential to remembering why we choose to work with college students to begin with, essential to respecting the depth and intensity of faculty work when you haven’t done it in a while, essential to appreciating the striving and the dreams of even our most aloof undergraduates, and essential to recognizing how important it is to have professors who simply but genuinely care about their students. “Going off that,” as my freshmen often said, I’m now a better professor and a better president because of lessons I learned from the undergraduate classroom.
Julie Wollman is president of Edinboro University of Pennsylvania.
In this month's edition of Inside Higher Ed's podcast The Pulse, Greg Golkin, head of platform innovation at Echo360, discusses Echo 360's Active Learning Platform and how the company has expanded beyond lecture capture.
This is not the best of times for faculty members. Many of the problems they face are beyond their control. And yet there are some they can address, especially if they are fortunate enough not to belong to the growing numbers of non-tenure-track, part-time, contingent faculty, but to those who can reasonably expect a secure future in the academy.
First and foremost is how they can transcend the barriers dividing them in finding the best way to serve their students, coming together not just as scholars in the same field and comrades in arms against administrators they perceive as soulless, but as a community of teachers. How can they achieve this by expanding their concept of what is, in fact, “their department”?
For one thing, how might they expand their thinking about the goals of their disciplinary departments themselves? For another, how can they go beyond a focus on their respective departments to contribute to the mission of the wider institution of which they are a part (and which, by the way, pays their salaries)?
We might begin by asking: Are faculty members taking an overly provincial approach, both intellectually and professionally, to their respective departmental programs? Insofar as an undergraduate major is focused on what a student will need to enter a graduate program, it is more properly seen as vocational training than as an integral part of a liberal arts education. Majors with relatively heavy requirements lead to a level of specialization that may be desirable for some students, but unnecessary and premature for others, many of whom will never seek a graduate degree in the field of their major. It is always possible to serve the interests of those heading to graduate school in the field by providing special curricular enhancements.
Faculty members should also consider how undergraduate departmental majors can connect more organically with one another and with the wider curriculum of the institution. This interest is not served simply by creating new interdisciplinary programs, since too often these have simply resulted in a proliferation of departmentlike entities and have failed to create greater intellectual coherence in the undergraduate experience as a whole. So, for example, in the place of separate ethnic studies programs and departments, one might instead see greater multicultural sophistication in the United States history curriculum, not to mention stronger collegial ties among faculty -- and hence students -- in the departments of history, anthropology, sociology and literature. The outcome might also yield a course or courses deemed desirable for all undergraduates.
If, in the spirit of John Donne, we wish to believe that no department is an island entire of itself, that every department is a piece of the main, we are no longer in a position to follow Donne’s next move and argue that if a single program be washed away (presumably, by the administration), the institution is less. As an institution continues to add programs without ever subtracting any, the curriculum comes to take on the aspect of a zombie movie in which the living cohabit with the undead and much frantic bumping into one another ensues.
On occasions when faculty come together for the lengthy, intensive process of an institution-wide “curriculum review,” the outcome too rarely justifies the time and energy expended. (I believe comparative research would show that, in general, the more elite the institution, the more modest the results.) Aside from their ritual dimension, such processes commonly involve the kind of logrolling especially familiar to political scientists, in which faculty members approach “general” or “distributional” requirements in terms of how their respective departmental interests are being served.
And yet, there have been some curriculum reviews that actually aim to make the student experience intellectually coherent, providing room for varying interests and passions while creating a student community that reflects the mission and identity of the institution. And apparently succeed in doing so. Some of us in the foundation world have been in a position to encourage this process, supporting those who are doing the real work.
How might graduate programs also better serve their students’ interests? Leaving aside the question of preparing graduate students for careers outside the academy altogether, graduate programs need to consider preparing them for the range of institutions within the universe of higher education in which they may find themselves. This means focusing on preparing students as teachers and not just as researchers, especially since their students’ chances of getting positions in research universities are clearly shrinking (though, even in such universities, better preparation as teachers would stand them in good stead).
Given that teaching assistantships are an important way of financially supporting graduate students, departmental faculty must decide whether they are viewing those students as junior colleagues or as cheap labor. This choice clearly influences how graduate students see themselves, as well as how well equipped they are for their working lives after graduation. Is responsibility for helping them develop as teachers being farmed out to teaching and learning “centers,” which are all too often teaching and learning “peripheries”? Or are there the strong collaborative ties between such centers and departmental faculty that are essential to the professional development of graduate students?
Some graduate programs are stepping up to this particular plate; more need to do so. Perhaps one way of getting their attention is to present them with the following choice: either (1) broaden the graduate program to properly prepare admitted students for a wider range of careers in higher education and beyond, or (2) limit the number of admitted students to those who are either likely to find jobs in research universities or who are interested in graduate education for its own sake and harbor no expectations about how the program will advance their future careers. Departments choosing the second option would have to find other ways for senior faculty members to occupy their time, which might possibly involve teaching undergraduates.
To put these two options in terms of reproductive biology, some species follow what is termed the R-selection strategy, in which a large number of offspring are produced and few are expected to survive. On the other hand, species that pursue the K-selection strategy produce fewer offspring but invest in them heavily, which results in their relatively high survival rate. Graduate departments, being (generally) composed of human beings, should presumably follow the strategy characteristic of our species.
And if, to continue the biological metaphor, we take note that evolutionary theory in general has come to emphasize cooperation as well as competition, we want to be sure that academics, as a population, are not so focused on departmental rivalries and individual career ambitions that they fail to have a sufficient regard for the common good.
A final point: the case for tenure is most commonly made in terms of academic freedom, which is certainly important. But the argument for tenure would be further strengthened if tenure were seen to reflect a deep mutual commitment between a faculty member and an institution -- a mutual commitment that truly serves them both.
Judith Shapiro is president of the Teagle Foundation and a former president of Barnard College.
Popular culture images of teaching would have us believe that the very best college professors speak from the front of a large lecture hall filled with eager young students listening to every word we utter. Or we sit at the head of a round table in a well-appointed seminar room peopled with rapt graduate students who wish to learn from our years of reading, thinking and writing. If cultural representations are any indication, professors are mere keepers of knowledge, the troll at the gate our students must pass.
The reality of higher education is that learning rarely happens in rows of seats in front of which stands a charismatic professor in tweed. The academic landscape has changed in dramatic ways, particularly as we use new platforms and technologies to interact with students. Innovative approaches to teaching and learning, such as competency-based education, increasingly rely on coaching models, a method of learning that challenges our popular conception of what it means to be a professor.
As faculty members in competency-based graduate and undergraduate programs, we have shifted from professors to coaches, a move that has yielded astounding results in terms of student learning, retention and graduation.
Coaching is a personalized and continuous process that facilitates student learning and development to improve performance in solving discipline-related problems. Faculty coaches question the learner until the learner acquires facts and builds ideas for creative problem solving.
The end goals of coaching include: building student awareness of how to approach complicated problems, increasing learner confidence by helping him or her figure out an individualized approach to problem solving, and motivating learners to improve performance by acting as a constant source of support. Coaching is not advice giving, mentoring or the mere act of transferring skills from an expert to a nonexpert. Effective coaches enable the development and action planning of a learner.
Coaching looks markedly different from teaching. For instance, learners in our competency-based programs meet with faculty by phone, synchronous online communication software or in person every two weeks at a minimum, with meetings lasting about 30 minutes. Coaches begin each conversation by building a connection with learners. They then proceed to a review of learner-generated action items from previous coaching sessions. Coaches and learners celebrate successes, but also have frank discussions about missed opportunities, roadblocks or negative behaviors. Coaching sessions end with learner-generated action items and clear measurable goals.
Admittedly, coaching is not a low-cost option for education. But it is a powerful pedagogy for learning, building relationships and increasing learners’ skill sets, particularly in individualized and self-paced environments such as competency-based programs. Coaching adds structure to learning. By facilitating goal setting for projects and holding learners accountable, coaches ensure that learners continuously move toward graduation. The coaching process also provides a context for learners to identify and develop skills necessary for successful careers.
Our experience with coaching has led to a variety of benefits, both for us and for our students.
Benefit 1: Coaching builds stronger relationships between faculty coach and student.
Coaching delivers results because of the supportive relationship between the coach and the learner. Good professors, regardless of the learning model, develop strong professional relationships with students. The best coaches, however, do not provide subject matter expertise. Instead, coaches provide encouragement, feedback and structure. Coaches don’t provide answers, but help students find the resources they need to solve problems. For example, one of us coaches students who are creating communication strategy plans. We might find it tempting to tell the student exactly how to research, write and present a plan, but that’s not our job. Instead, we have to ask pointed questions that prompt the student to find the resources she needs to complete the task.
Benefit 2: Coaching enhances student performance, including non-content-related performance.
Strong coaching inevitably leads to discussions beyond the subject matter. Performance coaches can help students situate what they are learning in terms of content within their short- and long-term academic and career goals. The coaching process provides personal and professional attention and detail to career planning, something more and more learners are demanding from higher education. For example, one of us coached a student who found himself in a job he hated and working for a company whose core values were the antithesis of his own. Meeting regularly with the student, the coach helped create a strategy to change career paths and help the student find employment with his dream company.
Benefit 3: Coaching better emulates the kind of relationship students will have outside the university.
Few other institutions outside of the academy will provide students with an expert at the front of the room who will present information to a large group of people who all have varying needs, interests, talents and experience. Coaching better represents the kind of guided relationships students will have with superiors, co-workers and collaborators in future environments.
Benefit 4: Coaching increases retention.
When students develop a personal relationship with their faculty coach, they are more likely to reach out when they need help and are less likely to disappear. For those reasons, we’ve seen increased retention in our coaching-based programs. Westminster College has two competency-based graduate programs -- a master’s of strategic communication and a project-based master’s of business administration. The strategic communication degree program has a retention rate of 94 percent over several years and the MBA has a retention rate of 91 percent.
Benefit 5: Coaching provides more bang for students’ buck.
Coaching models do not lower the cost of instruction. In many cases, it will increase costs. But research from the Annenberg Foundation for Education Reform shows that coaching promotes the implementation of learning and reciprocal accountability. Tuition dollars go to individualized, one-on-one instruction, providing results, something that many students are willing to pay for.
Shifts toward coaching models of education will require faculty and students to reconsider their roles. It also will require institutions to revise persistent and outdated notions about what it means to be an effective teacher. These shifts do present some challenges.
Challenge 1: Coaching requires new or redesigned evaluation processes (including rethinking tenure and promotion requirements).
Most faculty coaches must work within evaluation systems that have been created with traditional models of education in mind. For example, faculty who participate in coaching spend much more time per student, which means that large course loads are almost impossible without course assistants, especially if the faculty member is going to remain active in producing scholarship.
Because faculty coaches do their work via phone, Skype or in their offices, they are doing their work in less public venues. Faculty and administrators who review faculty performance based on face time might assume that coaches aren’t performing at the same level as more visible faculty members.
Challenge 2: Coaching, if not done right, can be disastrous for students.
Coaching cannot be done effectively without proper training for the coaches and the students. Bad coaches will not only tarnish the experience for the student, they can damage the reputation of coaching-based programs. We’ve seen problems arise in cases where faculty members simply want to transfer what they do in the classroom to the coaching venue. Good coaching requires training and effective transitions to truly benefit students.
Challenge 3: Coaching requires thoughtful scheduling and clear boundaries.
Because coaching creates a deeper relationship between faculty and student, coaches must be aware of setting clear boundaries. Students will push to make faculty available 24 hours a day, 7 days a week. Good coaches are accessible within reason, but they also teach students to respect time. We’ve learned that we have to set boundaries with students early in the process. First, we give them two or three choices for scheduling coaching calls. Then, we set an example by keeping that appointment, being on time for the call, staying on topic during the call and closing within the agreed-upon time. Finally, at the end of the call, we schedule our next check-in and reiterate our commitment to keeping that appointment.
Challenge 4: Coaching might be seen as an argument for eliminating full-time faculty.
Coaching can be done successfully by part-time faculty, but it cannot be done exclusively by adjunct labor. Coaches should be fully trained, regularly assessed and kept abreast of best practices and research in coaching models. Subject matter coaches are also imperative for helping students learn complex and complicated content. Such work cannot be turned over to less-qualified instructors or to robots, as faculty might fear.
Coaching won’t eradicate the problems of higher education, but it can offer students the kind of individualized and personalized learning that they need and want. Shifting to a coaching model, though, requires that we all rethink our notions about what it means to be a faculty member.
Christine Seifert is an associate professor of communication at Westminster College. Richard Chapman is a professor of economics at the college.