National University will lead a newly formed coalition of nine universities that are seeking to expand teacher development and early childhood initiatives, the San Diego-based National announced this week. The $30 million Sanford Education Collaborative will reach into more than 2,000 schools in California, Florida, Maine, New York, South Dakota and Washington.
The project will expand on two existing programs, which were originally developed at Arizona State University. Sanford Harmony stresses positive interactions between students through exercises featuring communication, empathy, critical thinking, communication, problem solving and strengthening peer relationships. Sanford Inspire seeks to give K-12 teachers professional development tools and resources to create inspiring classroom environments. Both are named for T. Denny Sanford, a philanthropist who has helped fund them and the new university collaboration.
As I got ready to turn in my spring semester grades this week, I was depressed to realize I would have to fail two students who hadn’t finished the work in my classes.
I say “depressed,” but I wasn’t really. I’m using this word as a shorthand to describe my gloomy sense of wishing I had been a better teacher. The students were the ones who were actually depressed, which was precisely the problem.
As someone who teaches disability studies, I think a lot about how to make my classes accessible to students with a range of learning styles and physical abilities. I present material in varied formats and offer different options for completing assignments so that students can produce work that best reflects what they’ve learned and what they are capable of doing. Because of their subject matter, my courses attract students with disabilities, and I’m used to accommodating them.
But I find students with depression among the hardest to accommodate. Students who are depressed tend to withdraw and vanish rather than to ask for help. When they do show up to class or office hours, they are unmotivated and joyless. The very nature of their illness often makes the professor into an antagonist rather than a source of support.
Tania, a student who -- ironically enough -- failed my class on disability studies, didn’t respond to my email messages about an upcoming presentation. She showed up in my office 15 minutes before class looking exhausted, her skin covered in an angry rash. “I didn’t do the work, OK?” she said in a despairing tone. “I know you’re going to yell at me, so why don’t you just do it?”
Putting aside my dismay over the missing presentation, I asked how I could help. Tania dissolved into tears: she was depressed and having trouble getting her work done. She hadn’t bothered to register with our Office of Disability Services because she felt so confident at the beginning of the semester. I made sure she had seen a therapist and gave her the chance to make up for the missed presentation. I urged her to stay in touch and ask for my help rather than vanishing if she continued to struggle. I also suggested that she contact the ODS to help her get accommodations for her other courses. (Do I even need to say that I did not yell at her?) After that day’s class, I never saw her again. She didn’t do the presentation or turn in a final paper. When it came time to turn in my grades, I had no choice but to give her an F.
My other student, Aurora, did register with ODS late in the semester after sitting silently during seminar discussion for most of the term and then missing a series of classes. Through ODS, she asked for extra time on her final paper and the opportunity to make up for her lack of participation. The deadlines we had set came and went, I was unable to reach her, and she too failed the class.
Tania and Aurora are hardly unique. In The Noonday Demon, Andrew Solomon writes that depression is the leading cause of disability in the world’s population over age 5. Up to 19 million Americans (3 percent of the total population) suffer from depression, while manic depression affects 2.3 million people and is the second leading killer of young women, the third of young men. “Worldwide, including the developing world,” Sullivan writes, “depression accounts for more of the disease burden, as calculated by premature death plus healthy life years lost to disability, than anything else but heart disease.”
College students are particularly vulnerable, and rates of depression are on the rise. College creates an environment of high expectations, constant evaluation and deadlines that can heighten stress and anxiety. A 2008 study from Columbia University found that up to 50 percent of college students experience psychiatric disorders, although fewer than 25 percent seek treatment. Students suffering from psychiatric illness are less likely to attend class, complete assignments and graduate from college. They are more prone to engage in substance abuse. Suicide rates among college students have nearly doubled since the 1950s.
An elite residential university like mine is especially likely to produce or exacerbate depression. Students are especially susceptible when they are living away from home for the first time, often with less experiences and resources for coping with adversity than older adults. A rising senior at my university blogged recently that my university is “a place of unimaginable wealth, privilege, cruelty, pressure and stress…. Depression is normal, but here, it’s the norm.”
I know some of my colleagues see the rising incidence of disability among their students as evidence of the medicalization of our culture. The problem is not that more students are experiencing learning, mood and behavior disorders, they tell me, but that we live in a society that is too quick to diagnose and medicate conditions that, in the past, would be considered ordinary human behavior. So too, they argue, privileged students often use diagnoses as an excuse to get accommodations that give them an unfair advantage over their peers.
Given the stigma surrounding disability, there is little incentive for students to claim disability for the purposes of personal gain. It is far more likely for students to avoid getting treatment than to deliberately pursue a diagnosis to get a competitive edge. Indeed, research shows that less than 25 percent of students suffering from psychiatric illness seek treatment.
Depression is a real disability that needs to be accommodated, in the same way we accommodate students who use wheelchairs or have vision impairments. Beyond the minimum requirements stipulated by the Americans With Disabilities Act, colleges and universities need to do all they can to help students with disabilities by providing adequate counseling and accommodations.
But we also need to face the unfortunate fact that sometimes college, especially a highly competitive, residential college like the one where I teach, is an unhealthy environment for students with more severe forms of depression. Maybe depression is one disability I’m not able to accommodate. And maybe my students, in vanishing from class, are making that decision for themselves.
Rachel Adams is a professor of English and American studies at Columbia University, where she also directs the Center for the Study of Social Difference. Her most recent books are Raising Henry: A Memoir of Motherhood, Disability and Discovery and Keywords for Disability Studies.
After seeing its majors drop, Stanford's political science department overhauls the undergraduate major, focusing less on specialization and more on issues students care about. Could other departments be next?
Only one in five college students say they feel "very prepared" to join the workforce, according to the results of McGraw-Hill Education's annual student workforce readiness survey. While 45 percent of the roughly 1,000 respondents said they feel "somewhat prepared" to begin a career after college, slightly more than half said they did not learn how to write a résumé. And 56 percent did learn how to conduct themselves in a job interview. The survey found that less than one-third of students said career services on campus were effective. Only 14 percent reported using career services frequently, with nearly a quarter saying they never used career services.
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.