462. Classroom Mindscapes

Neurodivergent students bring varied strengths, needs, and ways of thinking to our classrooms. In this episode, Sarah Silverman joins us to discuss teaching strategies that reduce access friction, increase tolerance for error, and create more inclusive learning experiences for everyone.

Sarah is an educator and faculty developer focusing on neurodiversity, disability studies, and inclusive instructional design. She currently teaches disability studies at multiple institutions. Sarah is the author of Classroom Mindscapes: An Introduction to Neurodiversity for Educators, which will be released later this month as part of the Teaching, Engaging, and Thriving in Higher Ed series at the University of Oklahoma Press.

Show Notes

  • Silverman, Sarah (2026). Classroom Mindscapes: An Introduction to Neurodiversity for Educators. Oklahoma University Press
  • Walker, N. (2021). Neuroqueer heresies: notes on the neurodiversity paradigm, autistic empowerment, and postnormal possibilities. Autonomous Press Fort Worth.
  • Transparency in Learning and Teaching (TILT)
  • Price, M. (2011). Mad at school: Rhetorics of mental disability and academic life. University of Michigan Press.
  • Pusateri, Jennifer L. (2026). A Practical Guide to Teaching Neurodivergent College Students. Harvard Education Press.
  • Jennifer Pusateri (2026). Teaching Neurodivergent College Students. Tea for Teaching podcast. Episode 446. May 20
  • Costa, K. (2026). An Educator’s Guide to ADHD. Johns Hopkins University Press.
  • Karen Costa (2026). An Educator’s Guide to ADHD. Tea for Teaching podcast. Episode 429.
  • Autreat

Transcript

John: Neurodivergent students bring varied strengths, needs, and ways of thinking to our classrooms. In this episode, we explore teaching strategies that reduce access friction, increase tolerance for error, and create more inclusive learning experiences for everyone.

[MUSIC]

John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

[MUSIC]

Rebecca: Our guest today is Sarah Silverman. Sarah is an educator and faculty developer focusing on neurodiversity, disability studies, and inclusive instructional design. She currently teaches disability studies at multiple institutions. Sarah is the author of Classroom Mindscapes: An Introduction to Neurodiversity for Educators, which will be released later this month as part of the Teaching, Engaging, and Thriving in Higher Ed series at the University of Oklahoma Press. Welcome, Sarah.

Sarah: Thank you so much for having me. I’m really happy to be here.

John: We’re really happy to finally have you on. I follow you on LinkedIn and other places, so it’s nice to actually have a chance to talk to you.

Sarah: Yeah, absolutely.

John: Today’s teas are:… Sarah, are you drinking any tea with us?

Sarah: So, I’m not literally drinking tea at the moment, but I’ve had multiple cups of tea over the past 12 to 18 hours or something. I have to admit I’m more of a coffee person, but I would say it’s more like a 60-40 split of like total consumption towards coffee.

Rebecca: All right. Well, I like that you play on both teams.

Sarah: Yeah, I do play on both teams, [LAUGHTER] and I have to give a shout out to my mom and grandmother who are both big tea fans as well. So if they happen to listen to this, that’s where I got my love of tea from.

Rebecca: Wonderful. My grandmother was a big tea drinker as well.

John: Mine too. Whenever my brother and I were ill as a child, we always had tea we were supposed to drink to cure is somehow… and eventually it worked.

Sarah: Yeah, I think there’s something to that. [LAUGHTER]

Rebecca: Tea is actually one of the very few things that I don’t like when I’m sick. I only like it when I’m very well. I have English breakfast today, John.

John: And I have ginger peach green tea today.

Rebecca: Nice. So, Sarah, we invited you here today to discuss Classroom Mindscapes. Can you talk a little bit about how this book project came about?

Sarah: Sure. So this book project came about, I would say, because of a number of intersecting and kind of colliding interests of mine. So, it helps to say a little bit about my own background, which is that I got my PhD in a STEM field, in biology. It was actually the field of entomology, which is the study of insects. So that’s a fun fact about me. But while I was doing that, I worked at the Teaching and Learning Center that was on the UC Davis campus, the Center for Educational Effectiveness, and I eventually went into that field and worked at a couple of similar places after that. So I became someone who focuses on teaching and faculty development, and I also had another area of interest, which is disability studies, which I was teaching in and researching, and also connecting to some of my own life experiences with neurodiversity. And one of the things I started noticing a couple of years ago is that there’s a huge amount of interest in the subject of neurodiversity in higher education, but not a lot of specific knowledge of the history and context. And I had taught mostly undergrad classes for a while, one part of them was exploring the history of neurodiversity and what this concept meant, and where it came from, and what its relevance is in the larger disability conversation. And I began to think to myself, I think that college teachers would really get a lot out of having a concise overview of this and having some ideas about how they might apply this knowledge to their classroom teaching. So yeah, I think that’s a little bit about how it came about.

Rebecca: That’s a great story

John: For faculty who are somewhat new to this topic, because as you mentioned, there hasn’t been much discussion of this in higher ed until really recently. How do you define neurodiversity, and how does it differ from the concept of neurodivergence?

Sarah: Yes, sure. I’d be happy to talk about that. I guess this is a good opening note for the whole conversation. Since this is kind of an area of special interest of mine, I have a number of details in the book that people might be interested in, and I’ll give good overviews during our conversation, and if you come away from this saying I really want to know more about that, then yeah, definitely check out my book. It has even more detail, more references, different things like that. So anyway, neurodiversity, we could say, describes the fact of cognitive variation in the human population. So it’s a form of variation, and we have many types of diversity or variation in the human population. So all three of us certainly vary in height. We probably have many other things that we vary in, and similarly, cognition varies between all people. And I’ll go with neurodivergence next. Neurodivergence is a concept that came out of the autistic self-advocacy community, and then became broader, which describes people whose cognition does not align with societal norms or what’s typically understood as normal cognition in society, and sometimes also normal behavior or communication in society. So, someone who’s neurodivergent may have one or more traits that, in a given context, distinguish them as different from the majority of people. And like I said, this is a concept that originally came out of autistic people’s self-advocacy, and neurodiversity also came out of that movement. One thing that people often ask me is: “Is neurodiversity real such a neutral idea?” like okay, you know, humans all vary in cognition, or is it more of a positive spin on this idea? And I think both are true in a sense. It can be used in a very neutral way, just the fact of variation. But the context it comes out of is specific enough to give it a slightly different valence, which is that when autistic people first came together in these communities, primarily online in the mid- to late-1990s, autism was one of the most highly stigmatized diagnoses out there, and this community was searching for a way to think about themselves, to talk about themselves that was not entirely based on deficit and considered more strongly what strengths autistic people may have, how they could lead good lives with appropriate support and acceptance, and so neurodiversity did in some ways emerge in that context as a positive spin on human cognitive variation.

Rebecca: So that seems like a nice segue into one of the things that we often hear are some misconceptions about neurodivergent students. Can you talk a little bit about what some of those misconceptions might be?

Sarah: Sure. Yeah, I can tell you some of the ones that I think are the most common or the most notable. First of all, you may have noticed in my previous definition that I didn’t say neurodivergent people have one of these five diagnosed disabilities, or something like that. So neurodivergence is a concept that exists somewhat in contrast to, but at least alongside, the medical diagnostic model of cognitive variation. So it’s true that a lot of faculty may meet, or teach, or work with students who have a specific diagnosis, such as autism or ADHD, learning disability, or dyslexia, but not all neurodivergent students are going to have such a diagnosis, or even be like theoretically eligible for one if they were to pursue a process. So neurodivergence is much more of a kind of a sociological contextual concept than a medical one, and so it is entirely possible that faculty may work with neurodivergent students who don’t really have any sort of medical diagnosis, and because of that, they also may not be always eligible or interested in academic accommodation. So I think that’s a very common understanding or maybe misunderstanding that everyone who’s neurodivergent will have or will require accommodation. I think alongside that, it’s a pretty common misconception that all neurodivergent students have academic difficulties. That’s not absolutely true. It may be more true for some groups of neurodivergent students than others, but a lot of people who are neurodivergent who are in college now, they may have either developed really good coping mechanisms with great support during their K to 12 journey, their neurodivergence also may not manifest in ways that make the academic environment difficult for them. It may be that they are able to exist well within an academic environment, maybe they experience more social challenges or barriers than academic ones. So not all neurodivergent students require accommodations or will struggle academically. Another really common assumption that sometimes people make is that neurodivergent students either cannot work in groups or won’t be very successful in groups, and I think that sometimes becomes a bit of a self-reinforcing loop where faculty will kind of make this assumption and then not design or offer group activities in a way that is going to be inclusive of a lot of different participants, and then sometimes that results in people kind of asking, “Can I be exempted? Can I use my accommodations to not participate in this group assignment?” And so that’s one thing that I would really love to see people rethink, which is this misconception that neurodivergent students have difficulty working with other people as a general rule, and that’s kind of absolute. I think that that’s a pretty bad misconception. Lastly, I think one misconception that I hear a lot as well is that if somebody is noticeably neurodivergent, then that automatically requires some sort of response from the instructor. One of the most common questions I’ll get in my consulting or faculty development work is, “There’s somebody in my class who I think might be neurodivergent. What should I do?” And my first response is usually, “You certainly don’t have to do anything. As far as I understand, everybody who is admitted to your institution is welcome to take your class.” But if what you’re really saying is, “I’m not having success interacting or communicating with a student in my class,” or “I can see that they’re struggling with something,” or that they’re not getting as much out of interactions with their peers as I hope they would. Well, then, yeah, we can work through that. We can come up with some ideas for how to speak to the student and how to find out what they do need. But yeah, it’s not in any way [LAUGHTER] something that needs to be responded to just because you’ve noticed that somebody might be neurodivergent in your class. Those are a couple that have come up a lot in my work.

Rebecca: That’s a really good summary, Sarah. Thanks.

John: And you noted that not all neurodivergent students need accommodations, but some would benefit from those. But they don’t always request accommodations. Why might some neurodivergent students not seek accommodations? And for those students, how might faculty invite them to relay information so that we can address any needs that they have.

Sarah: So I guess I’ll say that first of all, accommodations are a very important tool in many circumstances. They’re obviously legally required in cases where they’re where students are eligible for them, but there’s a lot of areas… I wrote about a couple in my book… that I’ll just summarize quickly. So one reason may be that a person just fears some sort of adverse judgment because of the stigma of their disability. For example, maybe a student’s been judged negatively in the past because of their learning disability during their previous educational experiences, and they might think that was a negative thing in my life. I wonder if I can avoid that by not disclosing a disability to anybody and seeing how I do on my own, something like that. Another, and this I think is going to be increasingly common because we do know that diagnostic rates are going up for many of these diagnoses, is that the knowledge of the disability or form of neurodivergence, it might be new, or the person doesn’t have yet sufficient information about what they will need, and so they may not yet be sure how to advocate for themselves through the disability office. Though that could also apply to advocating for themselves directly to their instructor. For example, I met a student recently who told me that they are neurodivergent and that they recently went through the ADHD diagnostic process, but they just didn’t know what it meant for their academic life, [LAUGHTER] if anything. And so they said, “I know that you mentioned being interested in neurodiversity, so I thought I’d come and chat about it, but I really don’t know how it’s going to impact things. And they said, “Maybe next semester or the one after, after I have some time to process, I’ll meet with disability services to see.” That’s another. There’s also often additional burden in disclosing a disability and going through the accommodations process in terms of time. It takes a lot of time and energy. They may not feel that they want to spend their limited time [LAUGHTER] on this, as time is limited for everyone. And it also may be the case that somebody knows that they’re neurodivergent and just simply has no diagnosis or anything that would qualify them for accommodations. But even so, they may need some kind of flexibility or may benefit from some sort of flexibility. So I think that kind of covers a whole range of reasons someone might not be in contact with a disability office and request accommodations. So yeah, the second part of your question: How might an instructor signal openness to hearing about somebody’s needs or preferences? So, I can tell you a little bit about what I do, which is a little bit colored by my own personal story. Not everybody will be able to do this or will feel comfortable doing it, but I do talk a lot about my own neurodivergence when I teach, and I kind of use that as a segue to suggest to students that they are welcome to talk to me about any access needs or anything that’s going well or not well for them in the course, so I’ll often just kind of model like, “Okay, here’s a little bit about me as a teacher and a learner. Here are some of my own access needs, and just the same way I’m sharing this information with you, if you would like to share similar information with me, it doesn’t have to be about disability or neurodivergence specifically, but anything about what you need to be successful learning in the course, if there are any kind of red zones of like things that you really don’t do well with or would like to avoid.” Another really good one that I try to offer my students is I ask them to tell me how they want to be communicated with and how they want to receive feedback on their assignments, and they’re welcome to change it if that changes. But for example, instead of waiting for someone to hand me an accommodation letter that says I need all communication and feedback in writing, I ask people, “Can you tell me how you would best receive this information?” And I try to provide it to them in that way. I think if you’re not kind of willing to do any kind of self-disclosure or model the sharing of your own access needs, but you are interested in the neurodiversity of your class, it could always be something that you say like, “I’ve been learning more about neurodiversity, either like I read a book or I went to a talk, and I’m really excited about learning more about all of you. If there’s anything that you want to share about like how you’ll learn best in this class or things that I should and shouldn’t do to support you, here’s how you can do that,” and I think that that makes a lot of sense to maybe separate a little bit from the disability accommodation statement that we usually have to put on the syllabus. Just because I never want to step on the toes of the disability services folks, they often, for good reason, have their own specific language that they like to use, and I don’t want to in any way kind of like complicate what it is that they offer, but to also talk more about what I can offer as the instructor, as in like being open to hearing, being open to flexibility, being open to modeling the sharing of access needs. That’s kind of how I approach it.

Rebecca: One of the things that sometimes can be really helpful, I think, for first-year students in particular is actually just describing what the process of going to the disability services office is because it’s different from what they experienced in high school. And so, there’s often such a giant learning curve, and it’s not obvious. Many of them might actually think that their accommodations that they had in high school are just going to kind of carry on, and that somehow that’s continuing in the way that it did through high school.

Sarah: Yeah, I think a lot of college faculty are unlikely to be familiar with this big transition unless they’ve dealt with it themselves or with their kids or someone that they know. But in the K to 12 system, it’s usually the district or the school that’s responsible for identifying students with disabilities and making sure that they’re receiving appropriate services and accommodations, and the responsibility completely shifts to the student themselves in higher education. So their institution is not responsible for identifying them or determining what they need. They have to do all of that advocacy work themselves, and so, of course, certainly they may bring documentation from their high school experience to help support the process, but it’s not a straight through line, I guess you could say, from K-12 to college, and I know that’s why a lot of people who work with neurodivergent young people focus a lot on this transition to independent self advocacy at the college level because it is a pretty major transition.

John: You describe teaching in the neurodiversity paradigm as defined in your book. What distinguishes this approach from other inclusive teaching practices?

Sarah: So I describe like my approach to neurodiversity as teaching in the neurodiversity paradigm. In some ways, to specifically identify my approach as relevant to all students and instructors rather than only about neurodivergent students, and so it’s worth just talking a little bit about what the neurodiversity paradigm is, and then kind of how I apply it to teaching. So the neurodiversity paradigm is kind of like a philosophical approach to neurodiversity that was developed by Nick Walker, who wrote the book Neuroqueer Heresies which is like a pretty foundational text about neurodiversity. But in my book, you can read a paraphrase of it. The basic idea is that human cognitive variation is overall a positive thing. That doesn’t mean that every form of variation is desired or positive for an individual person, but the fact that human cognition varies quite a bit is generally a positive, and that there isn’t a single best or right type of human mind, and there isn’t a single best way to think, behave, or communicate. That’s kind of how I paraphrase it. And so, the way that I try to apply this to teaching is to ask the question: What if we really committed to this in our teaching of saying that there isn’t a single best way to think, behave, or communicate, and what would that do to a lot of our assumptions about how we design courses, how we interact with students, the behavior that we expect of students, all of that sort of thing? So when I talk about teaching in the neurodiversity paradigm, there’s two other concepts that I think are really integral. One is the idea of tolerance for error. This is actually a feature of universal design, not UDL, but the architectural version of universal design. And tolerance for error is really about any kind of design that minimizes adverse consequences for mistakes. So one of the built environment things is that you can pull the lever up or push it down to open a door, or also like when you enter a password or something, it doesn’t automatically lock you out if you type it wrong one time. And I think that this is really useful in my kind of neurodiversity paradigm idea, it’s a really useful thing to apply to the classroom as well. A lot of my experience as a student, I would say, is of a lot of misunderstandings that ended up being viewed by my professor as a not meeting learning outcomes, or even laziness, or things like that. And I think that adopting the idea of tolerance for error might help bring a little bit more humility to misunderstandings and miscommunications that often occur between students and instructors, whether the people involved are neurodivergent or not. So I have a lot of examples of how tolerance for error could work in the book, and then my last concept that I think is really useful is that of access friction, which I’ve also written a lot about in some other venues, access friction is any situation in which there’s a conflict of access needs, and I think this is really relevant to teaching in the neurodiversity paradigm because, first of all, neurodivergence is a kind of concept about how some people’s cognition differs from what the assumed norm is. Not all neurodivergent people have the exact same needs or strengths or challenges, and far from it. Even within a group of all neurodivergent people, there’s probably going to be a conflict of needs that emerges in some way. I think a really common one that I see in the teaching environment is I have taught a lot of autistic students who prefer written communication and are much more successful with written communication. And then I’ve had some students with learning disabilities and specifically dyslexia who struggle a lot with written communication and greatly prefer verbal communication or visual aids or other media. And so those are two neurodivergent students who have contrasting access needs or preferences, or what would be ideal for them. So I also think a lot about how access friction can occur between students and instructors. Instructors themselves often have access needs or constraints on their time or their capacity, and this can also conflict with what students sometimes need. So I say overall, if I had to summarize, all of my teaching in the neurodiversity paradigm ideas are about negotiating difference and understanding between students and students, and students and instructors, rather than viewing neurodivergent students as a group that has challenges that need to be remedied. But it’s kind of a broader picture of recognizing that people do have really different needs and understandings, and that the negotiation of those is to be expected rather than this kind of shock to the system when it has to happen.

Rebecca: One of the things that I’m thinking about as you’re describing both kind of reducing access friction and also increasing error tolerance is what are some of the common ways that folks might approach teaching or teaching strategies that folks use that might be adapted a bit to reduce that friction or to allow for more error?

Sarah: So when we talk about what we’re up to, [LAUGHTER] definitely more about my new access friction work, just as a little preview. So especially for tolerance for error, I like to think a lot about trying to avoid situations in which either format or audience or any kind of one factor can tank the grade or the achievement of the learning outcomes, and there’s no kind of recourse for that. I think that, oftentimes, that can be done with design. I really appreciate approaches like TILT, transparency in learning and teaching. So intentional ways of making sure that the expectations are communicated, or that students have opportunity to clarify them as much as is needed or as is feasible. On the other hand, I think that tolerance for error can often also be achieved on the instructor’s side after the error. I have a really good example of this. I write about it in the book. So a story was told in a kind of research article about the experiences of autistic students, that a student submitted a lab report and they had kind of tried to meet all the expectations of the instructor, but ultimately they got not such a good grade, or they got marked down or feedback in some way that they had misunderstood the audience. So the instructor wanted them to write a scientific lab report to the audience of somebody who does not know anything about the experiment and is going to get all the information they need, and apparently maybe they hadn’t communicated that as clearly to the students. This autistic student who was the subject of the discussion in the article had basically written the lab report with no background information, and when asked, the student said, “Well, I think the most obvious audience of this is my instructor, and he assigned the lab, [LAUGHTER] so he knows all of the background information, and that doesn’t need to be repeated. And in certain spaces that I’ve seen this anecdote discussed, this was viewed as a deficit in perspective taking for the student, so to kind of incorrectly understand that the lab report should be written for a general audience, and to make the mistaken assumption that the audience is the instructor. I think this is an area where tolerance for error could be applied, to kind of say the student actually did recognize an audience quite correctly, in a sense. There was an overlay of the writing instruction here that the instructor did have a different idea of what they were hoping for, but to put it very bluntly, I don’t think anyone did anything wrong. And to suggest that this is going to have a very adverse consequence on the student’s grade, I think that’s like where I would try to apply tolerance for error. It was a difference of understanding that’s reasonable, maybe difficult to have avoided in the first place, and I would want to get away from the idea that that needs to be punished in grade form in some way. And, I don’t know, there’s a number of different responses I could make. If I were the instructor, I would probably go back to the idea of teaching in the neurodiversity paradigm, to just kind of sit and ponder. That’s not how I thought about it, and that’s not how I thought I communicated it. But I do see how they interpreted it, and what could be the positives in that? What could this student be bringing to the assignment that I didn’t anticipate? What strength did they demonstrate by interpreting it in this way, if any? And how do I carry that forward? The answer might be different for every instructor, and someone also might turn around and say, “Okay, I just have to make sure that this doesn’t happen again. I really need them to write for a general audience with appropriate background information.” But what do you do with that incident? Do you say, “Okay, that person wasn’t able to take perspective,” or do you say, “What did they demonstrate in terms of their understanding of the whole assignment.”

John: So transparency in expectations is really important. But when instructors are vague, they should allow students to interpret it in a reasonable way in that case.

Sarah: Right, yeah, that’s one way of putting it. And I’ve written a little bit about this on my blog. But if you are a neurodivergent instructor, I think that the whole concept of transparency, it can be a little bit tricky because one of the base experiences I think of being neurodivergent is that people often interpret what you say in a really different way than what you’re expecting and I’m often taking extra lengths to kind of explain specifically what I mean to other people and so I have less of an expectation, I guess, as an instructor that people will understand what I’m saying or what I want the first time, and I expect a lot of clarification. And I’ve also come to realize over time that people sometimes have completely other factors or information that are affecting their understanding that I don’t have access to, and I can’t change. This is an example that I think I wrote about in the book, but it kind of demonstrates this. I had said to students in a class where they had a discussion board assignment: you don’t need to write in the formal academic style, and you don’t need to use APA citation. That’s not the point of this assignment. The point is something else, to discuss or to offer your own opinion on the readings. But then, even after I had said this a lot of times, I saw some students were still doing it. They were still writing a formal introduction sentence. They were still doing parenthetical citations in the APA reference formatting. I kept thinking about it, and I eventually asked some of them, and I was like, “But did you hear or did you remember that I said you didn’t need to do that?” And they said, “Yeah, but all of our other professors do require it. So it was hard to imagine that you were serious about this, basically.” [LAUGHTER] And that happened with another assignment as well. I don’t remember exactly what it was, but I thought that through, and I said, “Well, they’re right about the fact that this institution does prioritize a certain kind of consistency about policies throughout different courses. This just happened to be one area where I didn’t do the same thing as their instructors, and maybe their prior experiences they had never had an instructor say you can choose what to do in some of these ways, and it felt like the most conservative thing to do to say, “Ah okay, I’ll just do it the way that the other instructors were doing it,” so I didn’t know that that’s how they were thinking about it. Obviously, no one was harmed in the course of this. [LAUGHTER] It’s not that big of a deal, but it’s just one illustration. I find it endlessly interesting to figure out, okay, how did you interpret that, and why? And that helps me update how I communicate in the future.

Rebecca: You provided a few different examples of what to do after something was misinterpreted or just differently interpreted. Can you talk a little bit about some of the proactive strategies instructors can do to put some structures in place that are friendly to a wide variety of audience members?

Sarah: So, if you do end up reading the book, you’ll find out that I kind of am not a big fan of saying, “Okay, well, there’s these clear strategies that are definitely going to work.” I tend to phrase things into the buckets of like an area to check. Like, here’s a certain phenomenon in the classroom where you might want to check out the design and what’s going on here a little bit more closely. And one of the models of that that I really like is the idea of a kairotic space, and Margaret Price introduced me to that term in her book, Mad at School. And chirotic is a way of saying something that is very dependent on time in a certain sense, because kairos is the like classical rhetorical concept of being at the right time, and she kind of defines kairotic spaces in the classroom as either things that are rapidly unfolding, or highly social, or high stakes, or potentially all at the same time, and I think that those types of activities are really good places to do further analysis of how they might be impacting neurodivergent students or groups that contain neurodivergent and neurotypical students. So any activity that is designed to be highly social or where the highly social element is considered a benefit of it, this may not work the same way for all students, including maybe some neurodivergent students. And it might be interesting to think about building in options for that kind of situation that is highly social. For example, if you’re imagining it will be fun for students to spontaneously meet with a group of their peers and to share about themselves, or share what they did over the weekend, or share where they come from, to kind of think about: okay, might there be a range of prompts that people can answer, might there be a range of formats in which they could answer? Could they share something in text form or not in a verbal form? Could people opt to do that in just a pair of two rather than a group of four or five? Could somebody opt to do that in a quieter space instead of in a space where everybody’s talking all at the same time. I think another area to check that’s somewhat similar is any kind of very rapidly unfolding activity where either something is timed, like there’s timers going off and cutting people off, or where people have a very limited amount of time to answer a question or do a task. The reason that I mention this in the context of neurodivergence specifically is that a lot of neurodivergent people process certain kinds of information at slower or sometimes faster speeds, depending on what it is. For example, like there’s a number of autistic people who process verbal information more slowly, and I think people with certain kinds of learning disabilities may also process some kinds of information more slowly, and so kind of building flexibility into how much time people have for something, whether they can have time at home to process the information that’s going to be needed within the class session, or transition it into a different format that works well for them. I think that’s really great, and then I think as well to consider whether some of these types of activities have to be as high stakes as you originally think. I call this sometimes highly layered activities where something is both highly social and rapidly unfolding and high stakes all at the same time, when it doesn’t necessarily have to be that way. So the idea of giving students experience with working as a team with other students, it doesn’t have to be 50% of their grade [LAUGHTER] or 30% of their grade to get that experience. Working collaboratively doesn’t have to be with four or five other people; it could be with one other person. And to kind of think like, how can you pull different levers to make something into more of a learning and practice experience than a high-stakes everything that’s hard all combined at the same time. I think that that could be an area to further investigate if you are teaching neurodivergent students or you’re interested in responding to neurodiversity more in your practice. So I know that’s not like a checklist, but a checklist perspective doesn’t align with how I think so much. So those are just like some areas that I would investigate further.

John: So there are some areas where things that work well for some students won’t work as well for other students, and I think what you’re saying is that we can’t just come up with these hard and fixed rules that’ll work for every group of students. We have to somehow negotiate these things. But one of the areas where there’s often some challenges for students that are neurodiverse is when classroom participation is part of the grade in some way, because some students are much more comfortable with some forms of classroom participation than others. What sort of strategies might work to provide a balance that would work for most of the students in terms of class participation?

Sarah: So I’m a big fan of offering multiple options for participation. I think that a reasonable person could differ from me in saying I want students to participate in certain ways, at least some of the time. I generally don’t mind if students exclusively participate via text or discussion board and if they don’t speak in class, some people do, and I think that it’s reasonable to say, okay, I want to build an environment in which people have structured on ramps, I call them, to participating in class verbally. But generally speaking, to say there’s multiple ways to participate, and those can be chosen from to a certain extent is a really great start, I think as well, beyond the kind of like counting up how many times people participate. You mentioned the idea of like faculty perceptions of student class participation. It may be interesting for faculty to expand what they perceive as successful class participation, and one category I hear a lot about when people talk about their neurodivergent students is actually what they refer to as quote too much participation versus not enough. It’s a pretty common story that I’ll hear, someone will say, “There’s a neurodivergent student in my class, and they raise their hand all the time, and I think that actually maybe there’s other students who would like to participate, but maybe they’re not taking the opportunity because this person talks a lot.” And I kind of go back to the neurodiversity paradigm ideas again as well, which is okay, like first, can we start by saying what strengths is this person demonstrating? What are they offering? Somebody told me at first. I was thinking about how to get this person to stop raising their hand, but then I realized I go to sleep at night wishing my students would participate more [LAUGHTER] and that they would be as passionate and engaged. So I think I have to start from there. If the balance of who’s speaking in my class isn’t quite working, to not start from the perspective of I don’t like how much this person is participating, but I’m really glad that they’re so enthusiastic, and I’m grateful for their presence. So now I want to think about how I can encourage the participation of everybody in the class. Maybe think about is there a way that I want to balance the voices that are present, the modality of the participation, all those sorts of things. I am also a big fan of creating opportunities to record and get out a lot of questions. So I am probably one of those people who participates like a little bit too much [LAUGHTER] sometimes. So like the idea of having a question parking lot so you can put as many questions in here as you want, and as the instructor, I will get to as many as I can. Maybe I’ll review and summarize them and respond to a couple at once, and above all, to talk explicitly about what you’re doing as a facilitator. Say, I’m trying to encourage as many people to participate in the following ways. I’m going to be facilitating the conversation by moving on from certain points because I have areas of content I want to cover. But just kind of externalizing that, I think, is also really great.

Rebecca: It sounds to me like a lot of the strategies that fit into this neurodiversity-informed teaching approach could be really beneficial to all students. Is that the idea?

Sarah: Yeah, I think so. I think part of the way that I frame everything is that neurodiversity includes everybody, so it doesn’t include just neurodivergent people, and so a lot of the strategies that I introduce are aimed, I would say, a little bit less at things that specifically target neurodivergent students and more about coexistence and negotiation between large diverse groups of people. And that is not to suggest that there aren’t wonderful resources for supporting neurodivergent students. I think you’ve actually had some people on the podcast who have written really wonderfully about that. Specifically, Jennifer Pusateri just had a new book come out supporting neurodivergent students. Karen Costa’s book about ADHD learners was really great. There’s a couple books I have on my bookshelf about supporting autistic college students. Those are all really, really great. I think the approach I wanted to take a little bit more here was okay, but it’s never just one neurodivergent student or a group of all people with the same needs. It’s a pretty complex mix of people, including the instructor, and so that’s kind of the approach that I take more in the book.

Rebecca: I do think that’s something that we hear from faculty a lot is like, how do I balance all these like really different needs? So it’s certainly a resource that I think people are hungry for.

Sarah: Okay, that’s great to hear.

John: You’ve already hinted at this a little bit, but could you tell us about what’s next?

Sarah: So, as I hinted at earlier, I’m really interested in the concept of access friction, which is the conflict between different sets of access needs you could say. So, I’m working on a whole new book project just about access friction, and it will hopefully be published with the same press in the same series. So that’s exciting. And in that book, I’m really going to kind of explore and theorize and research instances of access friction in the classroom, a focus on higher ed pedagogy, and really think about the specific steps we can take to balance different needs in the classroom. So I’ll be answering or hoping to answer all sorts of interesting questions, such as: Is there an inclusive strategy or set of them that truly does include everybody? And even taking a little bit more of a curious and critical perspective on the idea of inclusive teaching strategies themselves, I think that what I’m hoping to do with further research on access friction is, in some ways, just give voice and give name to a phenomenon that I know that a lot of people have experienced [LAUGHTER] some time in their teaching journey, but not really knowing exactly what to do with. And I’m like really happy to be working more deeply on that topic, and I guess I should also say it’s very connected to neurodiversity for me because of the fact that neurodiversity and neurodivergence refers to a coalition of people, kind of a group of people who may share that their cognition differs a little bit or a lot from social norms or expectations of society, but not that everybody has the same needs.[LAUGHTER] And just going back to my interest in neurodiversity history, some of the first events that the autistic community put together-one was called Autreat, like retreat,[LAUGHTER] but autistics for retreat. So you can look back at some of the writings about that and just see some of these advocates noting that even in a retreat that was only for autistic people, they experienced significant disagreement and friction over how it should be run, how it could be accessible to all people, and so this has been a through line of Classroom Mindscapes, and so I’m hoping to just kind of expand on that a little bit more. And my other thing that’s next, I’ve been currently both leading and also just participating in a lot of discussion about instructor interest in lower tech teaching or taking technology away from classroom interactions, probably spurred by increasing AI use and penetration [LAUGHTER] of the whole teaching community. And so I’ve been really interested in how that can align with accessibility commitments and interest in accessibility.

John: As we were going through this, I was noting this is one of the few podcasts we have where AI did not come up right until then. [LAUGHTER]

Sarah: Well I had to get in in. Yeah.

John: But it did, yeah.

Rebecca: It always does. These sound like some really great projects. I’m looking forward to seeing where they lead.

Sarah: Yeah, thank you.

John: I’m looking forward to getting my copy of your book, which should be coming out later this month, and also looking forward to future conversations about access friction and other things. And in general, that’s just an incredibly good book series for people in higher ed.

Rebecca: Thank you so much for joining us.

Sarah: Yeah, thank you so much for the invitation. I really enjoyed meeting and talking with both of you.

John: Thank you.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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458. A Neurodiversity Framework

Institutions are increasing their focus on creating inclusive environments. In this episode, Megan Kohler joins us to discuss a course design framework she developed to support neurodiverse learners. Megan is an Assistant Teaching Professor and Learning Designer in the John A. Dutton e-Education Institute at Penn State. She is the recipient of the Marion G. Mitchell Award for Innovative Teaching and is conducting research, funded by the Schreyer Institute Scholarship, on supporting neurodivergent learners in higher education. Megan is one of the co-editors of The Multi-Disciplinary Instructional Designer: Integrating Specialized Skills into Design Toolkits.

Show Notes

Transcript

Rebecca: Institutions are increasing their focus on creating inclusive environments. In this episode, we discuss a course design framework to support neurodiverse learners.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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Rebecca: Our guest today is Megan Kohler. Megan is an Assistant Teaching Professor and Learning Designer in the John A. Dutton e-Education Institute at Penn State. She is the recipient of the Marion G. Mitchell Award for Innovative Teaching and is conducting research, funded by the Schreyer Institute Scholarship, on supporting neurodivergent learners in higher education. Megan is one of the co-editors of The Multi-Disciplinary Instructional Designer: Integrating Specialized Skills into Design Toolkits. Welcome back, Megan.

Megan: Hi. Thank you so much for having me here today. It’s great to be talking with both of you again.

John: We’re very glad to have you back again. It’s been a while.

Megan: It has.

John: Today’s teas are:… Megan, are you drinking any tea?

Megan: Oh, I’m always drinking tea. [LAUGHTER] I have a lovely new tea, and if you’re willing to indulge me in a short story, I’d love to share that with you. So the tea that I’m drinking today is called Paris, and it’s by Harney and Sons. And I discovered this tea completely by accident. It was Mother’s Day, and my husband decided to take me to this lovely little creperie. It’s like 45 minutes away, and I only drink tea, not a coffee drinker. And we get there, and they don’t have my tea, and so he grabbed this one, [LAUGHTER] and I tried it, and absolutely fell in love, and this one has become my go-to tea. So I highly encourage you all to try it. because it’s absolutely delicious.

Rebecca: Such a great story! I had a tea emergency that John solved for me today, so I’m drinking a decaf Irish breakfast tea.

Megan: Oh, I love Irish breakfast! It’s so good. It’s got a lot of great flavor to it.

Rebecca: Yeah, nice and bold, nice and bold.

John: And we’re in the midst of getting this cloud of smoke from Canada from the fires that are burning there. In honor of that, I have some lapsang souchong tea, which is a smoked tea. So it just adds to the ambiance of the day here.

Rebecca: So it’s smoky inside and out. [LAUGHTER]

John: Equally.

Rebecca: So we’ve invited you here today, Megan, to discuss your framework for supporting neurodiverse learners. First, though, can you tell us how to define neurodiversity?

Megan: That’s a great question, and it’s also somewhat of a difficult question, and I’ll explain why. So first and foremost, I try to keep things very simple. I think the more simplistic we can keep things, the more approachable they become for people, and that’s something that I really want to keep in mind in doing this work. The more approachable something is, the easier it is for people to buy into it or to understand it. And so I think of neurodiversity as largely just differences in the way that our brains function, most often because of some form of condition such as autism or ADHD. Those are the two most common ones that people think of, but it goes so far beyond that. It also includes things like post-traumatic stress disorder, and a lot of people typically think of like military veterans who have had some type of traumatic experience. But it’s more than that too. You can have trauma from a wide variety of things in your life. So there’s cancer survivors who you talk about their experiences having PTSD from cancer treatments that they’ve undergone. It also includes other conditions such as dyslexia. Dyslexia is actually the most commonly diagnosed condition over autism and ADHD, but yet, autism and ADHD are the ones that people typically go to. And so, the reason why I think it’s a little challenging to come up with or to have a definition of neurodiversity is because there are so many different perspectives that end up tying into this. So we have the medicalized version of neurodiversity and what that means, and then we have the social movement and what that means, and then in between those two sort of opposite ends, we have the lived experience that fits between those, and that lived experience is something that people hold very dear and very close to them, and that can impact the way that they see and understand and perceive certain things about neurodiversity and the many conditions associated with it, so it’s not as simple and as straightforward as it seems.

John: So there’s quite a bit of diversity in terms of neurodiversity, which makes some sense, I think. So how did you first become interested in focusing on support for neurodiverse students?

Megan: It was about eight years ago. My daughter was first diagnosed, and it’s a very long story and heart wrenching for me. I’ll try to summarize it briefly, but essentially we had had her in a daycare. We had her in a Montessori school, and that was after having her in a different daycare, and they kept telling us your daughter’s really, really smart. And we were like, “Oh well, thank you.” And they’re like, “No, no, no, no, she’s really smart.” And it was actually their encouragement that we sought out a more academically focused program, such as Montessori, and that was kind of always in the plan to begin with because my husband and I both work at Penn State University and education is something we’re very passionate about. So we had had her in this Montessori school, and we went there for an open house, and they started telling us all of these wonderful things about her, and they had her demonstrating all of these things that she could do for us. And then the teacher at the end of the night said, “I would really love if you’d come back in and we could have a more detailed conversation about your daughter.” And so I got really excited. I was like, “They’ve just told me how brilliant she is and showed me all these wonderful things that she can do.” And so I went in for the conversation, and as it went on, they just started sharing more and more of these things, and they were like, “We notice that your daughter isn’t engaging in cooperative play, and that’s something that we typically see at this age and stage of development.” And so they just started talking about all of these different things that they had observed with her, and then towards the end of that conversation, they were like, “We think that she might have autism, and we think that you should get her evaluated to see if this is the case.” And so it turns out that she doesn’t have autism; she has ADHD. But it was through that very long journey of trying to get her diagnosed, and then eventually getting the diagnosis that, as a mother, you want to do everything you can to try and support your children, and so I dove into the research and started to recognize two things: one, that I also had undiagnosed ADHD my entire life, and the light bulb went off, and I was like, “Oh my gosh, this explains so much,” and that’s very common in terms of how people are starting to recognize their neurodivergence, but then also something else that occurred to me at that point in time was that there’s a lot of support in K through 12, but then once students were going to college, that support largely dropped away. Now again, this was eight years ago, and we’ve seen some tremendous changes occurring in higher education, especially around the amount of support that’s being offered, but there’s still so much work that needs to be done, and that’s actually one of the reasons why I designed the framework that we’re going to be talking a little bit about today, is because everything I saw was very fragmented, and there was no comprehensive, clear pathway that spoke not just to how do we support our learners from a learning perspective, but how do we also address some of these more personal belonging needs?

Rebecca: Can you talk a little bit about why the framework needed to be created? In other words, why don’t traditional methods work for neurodiverse students? What challenges do neurodiverse learners face?

Megan: So, first of all, I think that there are actually a lot of strategies that do work. It’s just when you’re looking at the ocean that is learning, how do you whittle it down to find the strategies that are most supportive of neurodiversity, and that’s essentially what I’ve tried to do for educators, is to dive into that research and to figure out, okay, well, what are their needs? Where do we start? How do we even go about this process? And that was largely driven by my daughter because I wanted to make sure that once she gets to college, she’s been supported too. So to sort of cycle back to your question, there’s a lot of strategies that do work. Challenges that neurodiverse learners face in the more typical or more traditional classroom consist of a number of different things. First and foremost, there is a lack of understanding and awareness about what neurodiversity actually is, and there’s a lot of stereotyping, and we need to be very careful with that. And we’re also starting to see, because it has become more prominent, there’s a lot of labeling that is going on. I’ve heard people in my different social circles, and they will be like, “Oh, you know that person? Oh, they are so on the spectrum,” and that’s exactly the type of conversations or statements that we want to avoid making. You don’t ever want to do that to somebody, and you don’t know what their circumstance is. You don’t know whether or not they have a diagnosis, or they could simply be a person who is just a little quirky. That doesn’t mean that they are neurodivergent, so we need to be really, really careful about saying things like that and putting labels where labels might not apply. But some of those challenges, I think the most prominent one from my perspective is really sort of a social component. It’s really making sure that our diverse learners a re supported and made to feel like they belong. Belonging is such a huge piece of the experience that we’re offering nowadays, and it’s really interesting because educators and institutions as a whole are starting to recognize how much the belonging piece impacts whether or not a student chooses to stay at an institution, and not only that, there’s a lot of other research that shows us that when we start to engage students in things like social emotional learning, they’re building those skills socially, but they’re also ending up developing and reinforcing other skills that are critical to their academic experience.

John: What are some strategies that we can use to create the sense of belonging, so that students do not feel like they have some sort of a deficit?

Megan: Yeah, that’s a great question. [LAUGHTER] This is one of the reasons why I love talking with you both, you both think so deeply about topics. So some strategies that we can think about, and this is tapping into the model a bit, things like co-designing. So when you sit down and you work with a student, or even if you share an assignment, for example, with the entire classroom, allowing those students to come in and give their thoughts and ideas on the assignment, see how it might need to be altered in order to make them feel as though it’s something that’s achievable and attainable, and to revise instructions that maybe don’t make sense to them from their perspective. Allowing that exchange to occur goes a long way to making a person feel as though they are accepted. We can also talk about things like normalizing if somebody does have some type of a learning difference or a disability in which it can be supported. When I give my keynote talk about this, there’s an example that I give about how using transcripts from videos or even creating audio recordings of the lectures, so having the ability for every student to be able to not just read the text but also to download an audio recording. I had a faculty member who did that several years ago, and the students loved it. They just kept writing her all of these notes saying “this was so fantastic, so wonderful. I was able to download this, and I could listen to it at times that worked for me.” And when you do that, you take some of the stigma away from people who need that different format, and now you make it something that is really cool because now it’s just this different format. It’s this different modality. There’s almost like a novelty to it to some degree that I think students really enjoy and appreciate. So those are a few quick examples.

Rebecca: So we started to talk a little bit about the valued minds model that you developed, but we haven’t really dug in yet. [LAUGHTER] So, can we talk a little bit about the system that you’ve developed and the framework and what that looks like?

Megan: Yeah, absolutely. And you probably noticed I’ve been like holding back a little bit [LAUGHTER] because I’m like, this is in the framework. [LAUGHTER] It’s all in there. [LAUGHTER] Absolutely. So the framework really has three core components to it. So the first is learner agency. The second is system design, and this is where we tend to address a lot of our systemic barriers that occur. And then the last piece is belonging. Now within that, there’s several different layers or different components that should be taken into consideration. So within learner agency, the first thing that we need to do when we’re designing for neurodiverse learners is to start with some foundational components, and that is really about integrating strategies that support the executive functioning skills. So there is plenty of research that exists that indicates that if you have a neurodiverse condition or a neurodivergent condition, a lot of times there will be differences in the executive functions. And so, when we design for those, what we’re doing is sort of leveling the playing field. So, if somebody has a known issue with working memory, and we’re bringing in different types of supports to help balance that out, so that there’s not as much cognitive load being expended on their part. Well, now you’re instantaneously putting them in a place where it’s going to be easier for them to engage in the learning process, rather than for them simply trying to decode or to follow along in the way that you had originally intended them to. And then we bring in this accessibility piece after those foundational components. So making sure that if somebody has some type of a difference, and I think that this is really critical for those more applied conditions such as like dyslexia and dyscalculia. So bringing in those accessibility pieces to make sure that there are screen readers that can communicate that information to them or help support them in the exploration of that content. That’s really the next level or layer. And then when we talk about sort of the custom design, that’s a piece that fits in the top. And this is where I see a lot of people approaching it in the inverse, a lot of people try to start with those custom strategies and work sort of at that level. But if you do the foundational components and the accessibility piece first, you’re setting everyone up for a much better success. So then, when we get to that custom piece, this is really about sort of meeting people where they are and taking a look at who they are and what their skills and abilities are, and very specifically what their strengths are, and so one of the things that we need to be really aware of is the fact that a lot of neurodiverse individuals have received a lot of negative comments and a lot of negative feedback throughout their entire lives. In fact, it’s estimated that by the age of 10, a child who has ADHD – and these are metrics just for ADHD – it’s anticipated that that child has received 20,000 more negative messages than their neurotypical counterparts. So that’s something pretty significant. And so then when we think about the language that we use and the way that we engage with those learners, we need to be helping them recognize what their strengths are, and we need to be speaking in a way, whether it’s person-to-person conversation or even through our text. And a great example that I love to use is when we’re designing our rubrics using strength-based language in our rubrics. So, for example, you’ve probably seen the rubrics that use categories that range from excellent to poor. But what happens when you put the label poor on someone’s work? That’s a label that indicates that they’re lesser than, that they’re not as good, and it’s kind of an endpoint when somebody tells you that your work is poor. So we need to be shifting that to using language that’s more along the lines of expert to novice, because if somebody tells you you’re a novice, your work is at the novice level, what does that immediately make you think of? It makes you think of a trajectory or a journey; that this is a starting point, but that you can grow beyond what you’re currently facing. So, strengths-based language is absolutely a critical component of that. So, those are the three layers of learner agency.

Then we talk about system design, and this is where we get into things such as accommodations, training for faculty, things like the hidden curriculum. And I don’t know how many people necessarily think of hidden curriculum as being something that we need to think about when we’re talking about neurodiversity. It tends to be something that we think about a lot with first-year students, but it’s absolutely a component of neurodiversity, and the reason for that is because a lot of it stems from interpersonal relationships. That’s how you become aware of a lot of those components of hidden curriculum is through your interactions and those relationships. So, making sure that we’re addressing that as part of this process as well, and then we also have other things in there too, such as stigmatization, making sure that we are trying to reduce stigmatization of our neurodiverse learners as much as possible. So that’s all part of that system design component. And the challenging piece with that is that some of this that you can do in your classroom, and some of it occurs at the institution level, so there’s a wide range of approaches that can be integrated within that. And then this last piece is belonging, and where we start with that is with the concept of validation. So making sure that we are bringing in inclusive strategies that, as I mentioned before, not just help the students feel a greater sense of belonging, but can also help them develop those executive functioning skills. And the great example of that is social emotional learning. But there’s other things that we can do too in terms of making students feel validated and supported, such as peer-to-peer confirmation. You’re making sure that you’re enabling students to give each other positive feedback and say, “No, you did really great on that work. I really valued what you did here, and the way that you did it was really great.” So integrating strategies such as that, and then we get to recognition, which is the next piece of the framework. And so, recognition and accessibility kind of parallel one another as those foundational elements, the executive functions, and validation parallel one another. And we talk about recognition. We’re talking about that normalization of the different practices. So as I referenced that strategy before about the audio recordings and just normalizing it, making it feel like diversity is a part of everyday life, and it just belongs here, and it should be recognized and it should be valued. And then the last piece of belonging is this sort of modeling, if you will, of acceptance and what that can look like in the classroom. So we talked about co-designing information previously. So that’s a great example, but also making sure that we’re making students feel like your classroom is a place where it’s okay to have those sort of fast-fail experiences. So nothing’s ever a mistake, nothing’s ever a failure if you’re learning from it, if you’re growing from it. So making sure that we are creating dynamics such as that, and if we do that, making sure that we’re also tapping into things like a student’s motivation, helping them integrate things that are really very important to them, and I think if we integrate all of these pieces together, I think we can create our classrooms to be those more inclusive environments for neurodiverse learners. Because we know that some of the more traditional inclusive practices don’t necessarily apply. And one of the things that I always get sort of stuck on a little bit when it comes to inclusive strategies is that one of integrating research papers or using articles published by authors who have the same types of differences, whether it ends up being a disability or if there’s a different type of ethnicity. But how do you do that when the difference is something that’s invisible? So how do you know whether or not the author of a paper has autism or ADHD or dyslexia or dyscalculia or one of the many other conditions? And so that’s why I think a framework like this is something that’s needed because there’s shifts, there’s nuances that we need to address in order to create these dynamics that are neuroinclusive.

John: Now you mentioned that some inclusive practices don’t work as well for all students. Could you elaborate on that just a little bit in terms of some things that people routinely do that may not work as well for students with various forms of neurodiversity? You gave the example of papers as one case, but could you give us some other examples?

Megan: I think where there’s a lot of confusion is actually… this is another framework that I’ve been researching and working on… but one of the things that I have seen occurring is faculty not necessarily understanding what is inclusive support versus classroom management versus learning support and so on. So I was attending a conference not long ago, and there was two very lovely women who were leading this session, and at one point they pulled up this Padlet and they were like, “What strategies do you think are going to be great instructional strategies for the students in your classroom?” And I saw people just contributing things to the board, and they were like, “Yes, all of these are wonderful.” And I just sat there going, “No, that doesn’t align with this. And hmm hmm…” and I saw a lot of that confusion. So the paper example that we gave just a second ago – that’s typically an inclusive strategy, and that was one of the things that was mentioned in this conversation. And I was like sitting there thinking the same thing that I just communicated to you, like, “Okay, but how do we know? [LAUGHTER] How do we know whether or not this person has a neurodiverse condition?” But yet it was listed in one of those strategies. So a lot of times we’re relying on information that we know from other circumstances, and we’re not necessarily creating those subtle shifts that need to occur. And so another great example is classroom management. So I see this a lot. One of the people in this session listed brain breaks as a great strategy, and the learning designer in me sat there going, “Oh, wait a second. Are we talking about breaks for the sake of taking breaks?” Because we know that there’s no research to back that up, and if we’re talking about breaks for the purposes of taking time to reflect on information, then yes, that does work. But what they were talking about were brain breaks in terms of getting up and moving around the room if you felt like you couldn’t focus on the information that was being shared at that moment, and apart from the fact that there’s research that says that that’s not actually how our brains work, and that’s not the best way to help us develop the ability to stay focused on information for a long time, that also tends to align more so with the classroom management side of things rather than the instruction side of things, so there’s a lot of misunderstandings and a lot of confusion around what strategies actually align with what sort of categories of support, if that makes sense. So yeah, it can be very confusing unless you spend a lot of time researching this, and I think one of the things that made me very concerned at the end of the session was that the two women who were leading this were like, “And we’re going to be writing a book chapter about this,” and so [LAUGHTER] that goes back to kind of the concept of right now neurodiversity is kind of the wild west. There’s a lot of really good advice being put out there, and there’s a lot of advice that we need to evaluate a little bit more deeply. But it’s being put out there and could actually be harmful in some ways, and so we need to have more conversations, deeper conversations around that.

John: And that’s where that co-creation that you talked about before can help to address the needs of the specific students in the room.

Rebecca: Well, one thing that I’m observing or thinking about as you’re introducing the framework is that it has components from a lot of other existing frameworks, and you kind of hinted at this a little bit. Things from universal design for learning, TILT – transparency in learning and teaching, just good learning practices to make sure we stay motivated around agency and things like that that are certainly in UDL or Universal Design for Learning, accessibility practices, relationship-rich practices, but it’s not inclusive of everything in those frameworks. Can you talk a little bit about the process you use to pull what would be most important for neurodiverse students from those existing frameworks, you kind of integrated them all together and put them in one place. Can you just talk a little bit about the process of doing that?

Megan: Yeah, it was a lot of research, [LAUGHTER] a lot of research and reflection and evaluating this. I think the thing is, is that there’s so much amazing work that has already been done around the process of learning. We have all this great research about the brain and how the brain functions and what it needs in terms of learning and how we can best support the learning process for our students, and it was really just about diving in and just trying to understand what the unique needs are for neurodiverse learners, and then pulling the pieces that best supported those needs, and the reality is, there’s no one size fits all. There never is, and so I don’t see this as something that should ever be thought of as trying to replace UDL or trying to replace TILT . That’s not what anything we do in education is ever about. It’s a tool next to several other tools that, when it makes sense for you to pull this in, pull it in. Maybe there’s a faculty member who is tied very strongly to UDL, and they know their students very well, and they know that UDL principles are going to work for them. Then they should use UDL. This is a tool in the toolbox of support, and at the end of the day, there is never one perfect solution for everything, for every learner, for every need. But that’s hopefully one of the things that I would really love for people that when they look at this framework, they see that there is space for those unique needs, and I think that that’s something that maybe is a little more challenging to find in some other models. But when I talk about that custom piece, one of the things that having undiagnosed ADHD my entire life, there were so many times when I felt like I wasn’t measuring up and I wasn’t good enough. And in some circumstances, I had people who were very supportive, and they would say, “Megan, you can do this. You can do this. Just let’s figure this out. I’m going to help you, however you need help, and we’re going to figure it out.” But that was not always the case. I had a lot of other people who saw my differences as shortcomings, and they took that as an opportunity to berate me and to tear me down, and it’s those unique instances where you have somebody that steps forward and says, “I see something amazing in you, and I want to help bring that out. I want to help you shine, because I know that you’re capable of this.” That’s that custom piece of my framework. That is where I think we have the biggest ability to really make students recognize their own strengths, not just as students, but as individuals with something incredible to contribute to the world, we need to be shifting this paradigm from a deficit-based mindset of difference as lesser to a place of different is unique with incredible opportunity behind it. That is the goal of this framework. Sorry, I feel like that was very deep, but you want to know why I do this work. That’s why.

Rebecca: It sounds like the custom layer that you’re talking about is really important for what can really sometimes be competing needs, like very different kinds of needs that, in some ways, like on the surface, can look like they’re directly in competition for one student versus another because this student needs X and this student needs Y. But if you had provided the opposite to the other, [LAUGHTER] it wouldn’t help.

Megan: Absolutely, and I’m so glad that you mentioned that because that’s one of the other things that I’ve noticed. So when I talked earlier about the fragmentation that’s occurring around neurodiversity, that’s a large part of it. So you have people saying these are the 10 strategies that work for individuals with autism, and these are the 15 strategies that work for people with ADHD, and then a large part of the other neurodiverse conditions are just completely overlooked. And so in creating this framework, I wanted to say that’s not the way that we should be going about things. We need to be looking at the common threads across all of these conditions, and that ends up largely being the executive functions, which is why that’s the starting point. But then, how do we look for those common threads, those common building blocks across these different conditions, while at the same time allowing there to be this degree of flexibility, so that we can meet students where they are. A great example of those differences that you just mentioned… So my daughter has ADHD. I have ADHD. We have completely different needs, and yet we share the same genetics. [LAUGHTER] And yet our two conditions are very, very different. She’s brilliant. She is absolutely brilliant. She’s in the gifted program at school, and she’s working at grade levels that are two grade levels higher than where she’s currently enrolled. She’s looking at going into fifth grade, but last year when she was in fourth, they had her working on math problems and reading books that were at the sixth grade reading level and the sixth grade math level. I run away from math. [LAUGHTER] I run away from math as far as I can possibly get, because I just don’t have the working memory to be able to hold the numbers in the right places. But yet she does it, and she does it in her brain. And it’s so fun because my husband’s an engineer, and we’ll be driving in the car, and he’ll just randomly shout out a math problem, and they’ll see who can answer it first. And both of my children already have the answer, and I’m like sitting there with my calculator [LAUGHTER] like hidden down beside me because my brain’s just not structured that way, but hers is. So even when you have a specific condition like ADHD, not all of those strategies are going to work for all of your students with ADHD, so it’s just so complex. It’s so complex, which is why we need to have that flexibility.

Rebecca: I just want answers, Megan. [LAUGHTER]

John: But the answers are different for each student.

Megan: [LAUGHTER] They are. They absolutely are.

Rebecca: It’s really like the underlying subtext always is like “Ah, why is this so complicated?” [LAUGHTER]

Megan: Because humans are complicated. That’s the bottom line: is that we are all unique, and within that uniqueness, there is a beauty, but there’s also complexity, and it gets really hard when you’re trying to be an educator who’s working towards addressing all of that complexity. I don’t know that we give our educators enough credit for how challenging it is to take a single message and ensure that 30, 60, 120, 200, 350 people in the same room all get an accurate understanding of what that message is or what that concept is.

Rebecca: You’re kind of asking for miracles. [LAUGHTER]

Megan: Yeah, it is like asking for a miracle. But that’s also where we, as human beings, that’s where our neuroplasticity or our cognitive functions really come into play because we can have that flexibility of thinking. We can learn new ways of communicating, and once you learn how a specific faculty member communicates things or what their expectations are, you, as a learner, you can be quite successful, but the learning curve to that is not going to be the same for everybody. And so, the more that we can do to address some of those differences, we’re only going to make that process easier on everybody. So, the days of I’m just going to sit down, and I’m gonna create my course and write this lecture, that’s not sustainable, not for the way that we need to be thinking about our students. And a lot of these conditions, the diagnoses are increasing. When I first started, even just a few years ago, and so much has changed. So much has changed. But even just over the past few years, we’ve seen the diagnosis of autism in the general population go from approximately one in 100 down to one in 89, and now the census currently is that I believe it’s children under the age of eight, it’s one in 63 are diagnosed with autism. So it’s going to continue to change and to flux, and the hope is that we also continue to have the compassion and the desire to want to change and flux with it.

John: And I think an important takeaway from what you’ve said is that when we give students encouragement that can make a really big difference, but when we say anything that discourages students, that can also have an extremely large impact. And we have to be really careful in how we phrase things and how we communicate to students, so that we do focus on their capabilities and their possibilities.

Megan: Absolutely, and I think there’s one important thing to keep in mind with that is that it’s not about walking on eggshells. It’s not about “oh, I can’t say this or I’ll upset somebody.” It’s about learning to think about how we communicate differently. It’s learning to think about taking our words from a place where they communicate as though somebody isn’t measuring up, to a place where we are highlighting those strengths and making them see the value in themselves and their future in what they can achieve. And so it’s a subtle shift, but it’s an important one, and one of the reasons why I think it’s so important. I don’t know if either of you have ever heard of rejection-sensitive dysphoria, more commonly known as RSD. It’s a significant condition in which a person really perceives as though the interactions that they have with people, it always has a negative sort of perspective or a negative spin on it. You know, somebody says, “Hey, everybody, we’re going out for coffee,” or “Hey, everybody, we’re going to a party,” and the person sits there and thinks, “Well, of course, they’re inviting everybody else, but they don’t mean to invite me. They must have forgotten that I was here. They didn’t see me or didn’t recognize that I was in the room.” So there’s very much a sense of separation that can occur around that too, and there’s some instances of RSD that are so severe that it actually causes physical pain for the individual. So it really is about shifting our language so that we are raising people up rather than tearing people down, and this is something that I have conversations with my kids all the time. Do you have children?

Rebecca: Yep. [LAUGHTER]

John: Yes.

Rebecca: Earlier, you were describing my car. [LAUGHTER]

Megan: Yeah. So we have these conversations whenever there’s a fight. The kids are in the back. “But he did this to me,” and “but she did that to me,” and it’s “Okay, okay, I hear you. Instead of accusing one another and saying what they did was wrong, how can you change this? How can you rephrase what it is that you’re thinking and feeling in a way right now that communicates what is happening or what you feel is happening, but that you’re not tearing the other person down as a part of that process.” And we do a lot of reflection in our car rides. [LAUGHTER] My kids will say one thing, and I’ll say, “Okay, let’s pause. How could you rephrase that?” [LAUGHTER] Because the rest of the world isn’t going to teach them how to do that. That’s my responsibility as a parent, and so we engage in those conversations a lot to be more aware of the impact of our words on other people.

Rebecca: We talked a little bit earlier about things that we can do in the classroom, but also kind of a more institutional or global approach or systematic approach that needs to happen. And the conversation that we’re having right now makes me think about one of the ways that these things can be modeled is also at like the employee level at an institution, which trickles down also to students. That this kind of a framework can be used in other contexts outside of a classroom setting that enhance the learning environment overall.

Megan: Absolutely, yeah, and I need to do a little bit more research because there are definitely nuances between the classroom versus the work environment. But I think a really quick piece that could be swapped out is take a look at hidden curriculum and replace it with office politics.

Rebecca: It’s all the same. [LAUGHTER]

Megan: To some degree, to some degree.

Rebecca: Yeah, yeah.

Megan: It is. [LAUGHTER] But yeah, and that is the thing that I hope to be able to do with this work is to carry it forward because it’s so interesting when I have these conversations. Practically every single time I’ve had a conversation about this framework, that question has arisen: “Can we use this for the office environment too?” I’m like “Yeah, with some modifications, but yeah, absolutely.” So you have a coworker who continually struggles with deadlines. There’s your executive functioning skills. It can absolutely be applied. I just need to sit down and make some of those modifications and some adjustments with that. So stay tuned. [LAUGHTER] It’s coming. [LAUGHTER]

Rebecca: Seems pretty workable at the moment. [LAUGHTER]

Megan: Thank you, thank you. [LAUGHTER]

John: We always end with the question: What’s next?

Megan: What is next? I’m currently working on a co-edited book with the amazing Adam Davi, who’s a good friend from our days working with the Online Learning Consortium, volunteering with them, and this book is titled Advancing Learning Design in the Age of AI. And what we are hoping to capture within this book is the conversation around now that AI is essentially commonplace and everybody has access to it, and we’re seeing more and more people leverage it for designing their courses, what does that relationship look like as a learning designer? Where do we shift? How do we shift? What do we need to be realigning in terms of our workflows and our responsibilities so that we can leverage AI to better support the work that we do, but also helping understand that AI is not a replacement for a learning designer, and it never will be. And if you know and understand anything about simply writing learning objectives, there’s a great example just within that. So I don’t know if you’ve asked any AI system to write learning objectives for you. They are lacking. [LAUGHTER] They do not follow a very traditional learning objective format, and it can take you quite a bit of back and forth to even get that to a point where AI is getting something even close. So there’s a lot of misunderstandings. People are putting information in or asking ChatGPT to come up with, “Oh, give me a course outline” or “write this assessment for me,” and it does it. But is it what you actually intended? Is it what the students actually need? Is there alignment with your instructional goals? Is there alignment with the overall goals of the course at the programmatic level, like there’s so many things that AI can’t fully understand because it just gives you that response to that one prompt. So there’s a lot that AI can’t do. We still need humans in the process. So what does that look like now? So yes, that’s the thing that’s coming down the pipeline. [LAUGHTER]

Rebecca: Sounds like an exciting adventure.

Megan: I think it will be. [LAUGHTER]

John: Thanks for joining us. It’s always great talking to you, and we’re looking forward to hearing more about these future projects.

Megan: Excellent. Thank you so much.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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449. Student Access and Earnings

The “One Big, Beautiful Bill” contains a provision eliminating federal loan availability for programs in which past graduates had early career earnings that fall below a designated threshold. In this episode, Debbie Furlong joins us to discuss the statistical measures used to determine federal loan eligibility.

Debbie has served for over 30 years doing applied higher education policy analysis at public comprehensive universities, most recently as the Director of Institutional Research at SUNY Oswego. Prior to her arrival at Oswego, she worked and taught at the University of Wisconsin at Green Bay, St. Norbert College in Wisconsin, and the American University in Washington, DC, where she had completed her PhD degree in international relations.

Show Notes

Transcript

John: The “One Big, Beautiful Bill” contains a provision eliminating federal loan availability for programs in which past graduates had early career earnings that fall below a designated threshold. In this episode, we explore the statistical measures used to determine federal loan eligibility.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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Rebecca: Our guest today is Debbie Furlong. She has served for over 30 years doing applied higher education policy analysis at public comprehensive universities, most recently as the Director of Institutional Research at SUNY Oswego. Prior to her arrival at Oswego, she worked and taught at the University of Wisconsin at Green Bay, St. Norbert College in Wisconsin, and the American University in Washington, DC, where she had completed her PhD degree in international relations. Welcome, Debbie.

Debbie: Hi.

John: Thanks for joining us. Today’s teas are:… Debbie, are you drinking any tea today?

Debbie: I am waiting for my tea to cool off. It’s a decaffeinated green tea, because it’s too late in the day for me to have any caffeine.

Rebecca: Green tea is a nice choice at this time of day. I have Blue Sapphire today.

John: Back to an old standby, and I have ginger peach green tea today.

Debbie: I’ve had a ginger peach tea. It’s some of my favorite flavors.

John: It’s one of mine too. This is a Republic of Tea variant. Rebecca particularly likes flavored teas.

Rebecca: It always smells good. [LAUGHTER]

Debbie: Yes, it does.

Rebecca: We’ve invited you here today to discuss the growing focus by the federal government on using earnings data on students who evaluate the success of college programs. The One Big Beautiful Bill Act prohibits universities from awarding federal loans to students in programs where its former students have earned low wages. Can you tell us a bit about how we got to this point?

Debbie: Yes, it’s been a long trip down. Some might say the government has been providing post-enrollment earnings data for several years now through a tool called a scorecard. Assessing the quality and value of a college degree in terms of students’ earnings has been growing in popularity for a long time. Increasingly, we’ve all talked in higher ed about people viewing their degree in terms of what it’s done for me as a private good, as opposed to focusing more on the public good of education. We can see data where this trend has been growing for 50 years. I think that trend was really exacerbated when public universities, when states started having to trim public funding, and parents and families were bearing more and more of the cost, and when the price, the stated prices were going up, up, up, this trend became even more predominant. Universities really have not helped at this, because, like, our marketing areas for recruiting have really leaned into the job placement as something that needs to be touted as an important thing, so we’re all sort of involved in telling students they should pay attention to how much they’re going to earn. I think the original interest of the federal government – I’m just speculating… based on timing and the administration that was in play at the time we first got the scorecard… I think the original interest was sort of a consumer protection kind of position. We had had an explosion of for-profit schools that really had some very serious problems. Students were not completing the degrees, and even when they were, they were unable to earn enough to pay back their loans, and the loan default rates were going up for these schools. So it was like, “Well, let’s protect the consumers,” so about 10 years ago, when Obama was actually still in, the Department of Ed launched the College Scorecard, and the College Scorecard was really the first time that families and students could look at a university’s profile and see: this is the graduation rate, this is how much it cost, this is what percent of students get loans, and here’s the average income a certain number of years after graduation. And here’s the percent of students that are paying back loans, so, bringing it all together. Where we’re at right now, the new state that we’re in right now is the Department of Ed looking and saying, “Gosh, we have all this data. Let’s begin using it to stop supporting programs where students are not earning enough money. Since we have all the data, we should protect not just the consumer, but protect the taxpayer. The taxpayers shouldn’t be asked to pay through Pell grants and through loans for programs where students aren’t even able to earn as much as they could earn if they went and got a high school degree.” That’s how we got where we are, and that’s where we’re at. I hope you can hear some of the passion of my voice about this stuff. [LAUGHTER] I really think faculty and staff need to understand where the data come from and understand how we’re all in this together, and to feel confident to go and explore and learn on their own.

John: So, this started off as something designed to protect consumers, but it’s moved on to something a little bit bigger, and because of that, it’s become increasingly important to understand the data, and you spent a fair amount of time researching the data and how it’s measured, and you’ve raised some concerns with it. Could you talk a little bit about the primary sources of data first?,

Debbie: Yeah, there’s two really big national data sets. One is from the Department of Education, and one is provided by a group called the Carnegie Classification, which is a branch of the Carnegie Foundation, which is a nonprofit. The Carnegie Foundation has teamed up with the American Council on Education, ACE, which is a big nonprofit player in the higher ed sphere. Both of these organizations are providing data that is publicly accessible and downloadable, and they both have a website search engine that sits on top that enables you to look up one school or to compare a few schools, but the data that’s running those engines is fully accessible. So this winter I was bored, and I got in, and I started playing. It’s like I just really want to learn how they’re going to do all this, and what does this stuff all mean. So the College Scorecard is the most important resource. Like I said earlier, the Obama administration really launched the scorecard, and this was the first time that consumers could see, for one institution, all the stuff about debt and debt repayment and post-enrollment earnings, and they could see those metrics right next to the data about the tuition and the costs. Department of Ed could not have done this without technology advancing to the point that we could really wrap our minds around really truly big data sets. This downloadable data set I just referred to has over 3500 variables, so it’s not for the faint at heart. In order to measure graduates’ earnings, or the earnings of formerly enrolled students, because both groups are looked at. In order to do that, you got to have two things: you have to have tax records that indicate was the person employed, were they employed full time, and what was their income, their earnings, and you have to have something with a matching field that says what school did this student go to, did they graduate, and if they graduated, what field? No single university has this. So, the way this works is the Department of Ed has the student identity information from its loan and grant recipients, and all the earnings data is only measured for students who have taken out federal financial aid, either through a loan or by getting a Pell Grant. So, the Department of Ed has these files that have individual identification and information about whether the student graduated and what field. They send these files over to the Treasury Department. The Treasury Department does a merge and match with their records and sends the information back to the Department of Ed. As a little sidebar, we’re going to be talking in more and more depth today about this, and the fact that we’re limited to just looking at loan and grant recipients is a significant limitation. The sidebar I’ll drop in right now is I am surprised the Department of Education has not yet asked all of us to provide full identification records for all of our enrolled students. The reason I’m surprised they haven’t yet done this, there’s two things, [LAUGHTER] the first one is the Department of Ed did ask for student identified records earlier this winter when they started asking for information about access, information so that they could make sure that students who are black or low income were not being admitted when they had lower test scores and high school grades. The data file that the Department of Ed requested this winter is student identified, so they’ve gotten over their concern about privacy issues. [LAUGHTER] The second reason I’m surprised is they’ve been asking states to provide voter record identification, so I think it’s only a matter of time. The other reason, there is another organization out there that’s not really related to this topic we’re talking about, the National Student Loan Clearinghouse, or National Student Clearinghouse. The NSC has student-identified data, and I don’t see how the Department of Ed is going to feel too happy knowing somebody else has it and they don’t have it. So, I think it’s only a matter of time before that little limitation goes away. So, the Department of Ed sends these files over to Treasury, they get back the earnings data. The second data set out there has used the Scorecard file, and this other data set is the . I’m going to be referring to this as access and earnings, or more just Carnegie, the Carnegie framework. The Carnegie framework about access and earnings was released about a year ago, but it was in development for quite a bit longer. Carnegie’s real contribution that’s relevant for what we’re talking about today is they began trying to deal with the fact that in the scorecard the only earnings that people were getting compared to were national, and more recently, statewide data, and Carnegie’s framework argues that earnings for a school’s students should be compared to the earnings of high school graduates in the geographic areas where those students come from, not necessarily to the whole nation, and not necessarily even just to the state where the school is located. This issue about adjusting the earnings to reflect regional differences in incomes is definitely confounding the Department of Ed right now. The OBBBA is in negotiation. There is a negotiated rule making going on right now, and one of the last things that the Department of Ed is trying to figure out how to deal with before they roll out this framework, where if your program’s earnings are too low, you can’t get loans. The last issue they are mucking with is the regional differences in earnings, and I don’t know how they’re going to do it. The Carnegie folks did it one way and sort of got the ball rolling. Carnegie’s real contribution here, I think, is showing how incredibly difficult this is going to be. We’ll have to see, we’ll have to see how they do it, and it may take a few years before they really figure out how to most appropriately set a benchmark for earnings for every program in every school.

John: So, are you saying that the earnings of people in rural Alabama might be different than Manhattan? [LAUGHTER] Who would have thought?

Debbie: They are. Yes.

John: Among the other problems there that you’ve noted is that there’s a fair amount of sample selection in the sample that they’re working with, and you’ve already referred to one aspect of that. Could you talk a little bit more about that, and how that might affect the validity of the earnings measures?

Debbie: Yeah, yeah, so what John just referred to is the fact that only students who get federal financial aid are currently included, and for many of us that doesn’t seem like very much of a limitation, because so many of our students have to get loans and a huge percent of students get Pell grants, but there are a bunch of schools out there where those percentages are really, really small, and I went and I looked up Harvard’s data, just because everybody knows Harvard, you know, Harvard, Harvard. And I went and looked at Harvard because I anticipated Harvard students would not need to rely a lot on federal aid, not because I think Harvard students are rich or poor, I don’t particularly know, but Harvard is very, very wealthy, and they’re able to provide a lot of institutional aid, which keeps those students out of this federal tracking, tying together with your Treasury data. So I looked up Harvard. In a recent year, 20% of their students got Pell grants, and 4% of their students took out loans. So by the time that cohort gets through the system, only a quarter of the students would have their wages reflected in these median wages. I don’t really know what this is going to mean. Is this good? Is it bad? It makes me feel uncomfortable about the validity of the data. Another thing that I know with this coverage, I have been watching that the percent of students in the United States agreeing to take out loans fell after COVID and did not rebound. I think this past year they have started rebounding a little bit. What this means is that the coverage overall, nationally, school after school after school, this coverage rate is going to be going down for the next several years. So, this is another reason why I am expecting the Department of Ed to be knocking on everyone’s doors very soon, saying: “The gig is up. We want a student-identified file. We want to know everyone who’s enrolled every semester. Here’s the portal. Drop the data.” Another issue that kind of deals with coverage that gets very confusing has to do with the timing, and this is kind of devastating to me, is a validity issue. And what I mean by timing is, how long do you wait after a student has left the institution, or after a student has graduated. How long do you wait before you go and grab their earnings data? Okay, so timing issues can be very confusing, and what I would really encourage anybody who’s paying attention to this stuff, don’t try to sink into your mind exactly how these things are measured. When you go to one of the websites, look for the information notes, they will tell you exactly what they’re measuring. Carnegie’s Access and Earnings framework originally relied on a measure… they looked at students’ earnings eight years after the student initially enrolled, and there are reasons why they made that choice. One of the things that higher ed has been deeply criticized about is the poor retention of students after the first year, and there’s a huge amount of tax money that goes to students who are at the institution for one year, and then they never really do anything with that education. So looking at students based on where they started is not stupid, but it is kind of misleading. I think when people say, “Oh, here’s Cornell’s earnings data,” I think people assume that’s the earnings data of students who graduated from Cornell [LAUGHTER] or from whatever school, and the current version of the scorecard has flipped over and is relying almost exclusively on earnings data measured four years after the student graduated. So the cohorts are now measuring students who actually completed the degree, which is probably more valid for what people actually think they’re looking at, and they give students four years, so now it’s like, okay, four years… is four years long enough to get a valid measure of a student’s earnings potential? I think this is a huge limitation. Many of the highest earning fields, and I’m thinking like medicine and law, those are going to be either really hard or downright impossible for a student to complete the whole thing and be out and earning. So a lot of fields where students go on to complete masters and doctorates, those students are ultimately going to be the highest earners, but they’re not going to be earning that stuff four years out, so I was thinking about, like, where I was four years after my undergraduate degree. I had gotten my first full-time job, but it was just a job to pay the bills, because I was working on a PhD. So, was I earning more than a high school student? Maybe. I don’t know. I was mostly a graduate assistant, getting paid a graduate fellowship. Even fields where students don’t go on for advanced degrees, I think that there’s a lot of research that indicates people who complete a baccalaureate degree will ultimately have higher lifetime earnings, even if they don’t get an advanced degree. We know this lifetime earning data exists, so is four years long enough to predict the lifetime earnings of a particular person in a particular field of study from a particular university? I think it’s a big validity question. The last thing that I wanted to mention is this timing, all this stuff about the validity of the timing of when the data are grabbed, it’s grabbing data right smack at an important time for young families that are deciding to have kids. I looked up before coming today, because I knew I wanted to make this point, because I think it’s important, the average age for women in the United States who have had children at this time, the average age of when they had their first baby was 26 that’s just right in this four years… you graduate when you’re 21 or 22 So I mentioned this because it’s very common for young families, for either the husband or the wife, the mom or the dad, or one parent, to back off a little bit from working full time or working at the high pressure job. So there’s a lot of problems with the data.

John: Going back to what’s referred to as the Mincer equation, which was first estimated back in the early 1970s. economists have been estimating the overtaking age, the age at which the earnings of college graduates overtake the earnings of high school graduates with equivalent demographic and ability characteristics, and back then was about seven years after graduation. More recent studies suggest that it varies a fair amount by discipline and by occupation, but it’s generally between six and eight years after graduation from college, which means on average the fact that people are earning more than high school graduates puts them way above where you would expect them to be had they not gone to college, or people with similar characteristics would receive had they not gone to college. And so it’s really troubling that they came up with a metric that’s so evidence-free, basically.

Debbie: Yes, [LAUGHTER] problematic.

John: And also, you mentioned law school graduates, so they might be a year out of law school, but some of the people who come out of law school are going to be working with large firms for ridiculously low pay, and those are the people who are going to have the highest rate of growth of earnings. Other people will start their own practice and will have higher starting salaries than those who go for those large law firms, at least in terms of hourly wages, they’ll be paid a lot less, but they will end up with a slower rate of growth of earnings, and there’s another classic economic study back during this period on on-the-job training and the fine structure of earnings, which notes that holding other things constant, people in the same occupation with lower starting salaries tend to have higher rates of earning growth over time, because part of what they’re picking up on the job are some skills that will improve their productivity, and they’re essentially accepting lower wages during those times in return for the increase in training or human capital development they get on the job, which is certainly true in medical school, because then they’re starting their residencies, where they’re paid again ridiculously low amounts, but they end up with much higher earnings just a few years later.

Rebecca: I knew John would be passionate. [LAUGHTER]

Debbie: Yes. And everything he said is true today, the research is still valid and important.

Rebecca: One of the other things that you mentioned is those regional variations that Carnegie was developing, or kind of initiated. Can you talk a little bit about these regional variations, and like, what does their framework mean? How did they do it? How maybe should they do it? [LAUGHTER]

Debbie: Yeah, so like I said, when they first put the scorecard out, my perception is that was kind of a consumer protection thing, like here’s the tuition, here’s the percent of students who have loans, here’s the percent of students who have paid back their loans, and here’s the average amount that their graduates earn, without judging whether or not that average was adequate or met a benchmark. Well, those days are behind us. The OBBBA wants to establish this benchmark of acceptable earnings, and the negotiation is moving forward. It seems very clear that they’re going to be using this high school degree population as the benchmark, but obviously people earn different wages based on different regions and different wages based on whether or not you’re in an urban area or a rural area. So the Carnegie framework is the first place I’ve seen where they tried to take this on. So let me tell you how they did it. A little segue, when Carnegie adjusted for regional variation, they have also adjusted for variances based on race and ethnicity. Carnegie’s argument was, if a student goes to a certain university, when they get done, that student should earn as much as high school graduates matched by the racial and ethnic distribution of the service area of that university and weighted to reflect the earnings differences of different racial groups, so they did this racial weighting. I’m not going to talk too much about that, because the OBBBA, the language I have seen, specifically says that the earnings benchmark cannot be adjusted for race. They want a race-neutral approach, just like they want race-neutral admissions. This is part of what we’re going through and working on with the Department of Ed right now. So let me talk about how they do the regional stuff. What Carnegie looked at, they said, “Okay, let’s look at where the entering class of a university is coming from.” The Department of Ed, for 20 or 30 years, has collected this data. It’s called a migration file. In the migration file every second fall, you’re not required to submit migration data every year… I don’t know why not… but in the file, the institutional researchers at the university have to go in and look and say, “Okay, how many people are in my freshman class, and where did they come from? How many of them came from New York State. How many of them came from Pennsylvania?” And the file goes through all of the states, so that data exists in IPEDS. IPEDS is the federal government’s collection of data about colleges and universities, and it’s a massive data set. So Carnegie said, “Well, gosh, since IPEDS has this migration data, let’s use that to figure out this concept of a service area.” What is the service region of this university? So, if a university has 90% of its students are coming from New York and 10% are coming from Pennsylvania, its earnings should be similar to the high school graduates of New York, weighted a little bit to reflect the fact that people from Pennsylvania have lower earnings. Now, so a 90%, 10%. In the Carnegie framework, it takes the top three states, so it says, okay, school X. If you had 50% of your students from one state and 40% from a second state and 5% from a third state, your earnings benchmark will be the weighted average of those elements, and then the remainder, the last little bit, we’ll just use the national data. This sounds kind of reasonable, I guess. Carnegie was very careful developing this. They got feedback, they got pushback from the two year schools saying, “Well, wait a minute, everyone at our university comes from one state, but they don’t come from all over the state, they all come from my county, or these two or three counties, because we have a lot of two-year schools out in rural areas.” This is a really serious issue, because the state earnings levels are very influenced by what’s happening in the big cities, and rural incomes tend to be much lower than urban incomes. So, Carnegie said, “Well, this is a reasonable complaint, so we’re going to back off, and we’re not going to use your state, where you have most people from. We’re going to use this core-based statistical area to gather your data.” There are a couple of other problems before we really get into the CBSA, and what that is. There are a couple of other things about relying just on the migration data that concerned me. My professional background was all in public comprehensive universities, and every place I ever worked had a huge pool of students who transferred into my universities, so I know transfer students may or may not be accurately reflected in this migration data in the schools where I’ve worked. In the systems where I’ve worked transfer students had a very different geographic distribution than new freshmen, and I think this is true for a lot of public comprehensive universities that the freshman class tends to come from all over the state much more, but the transfer students tend to be students who started at a nearby community college, and now they are your own community students, so that migration data that we’re using may not really be a great fit. The other thing that’s problematic is we are just assuming that the geographic distribution of graduates is the same as the geographic distribution of new entering freshmen. It may be, it may not be, and it may or may not matter, but these kinds of assumptions that are baked into the method, I think, cause people to feel a sense of discomfort about really feeling confident that the data really are measuring what we think they’re measuring,

Rebecca: So Debbie, I have another question. It seems like most of the data that you’re talking about is really focused on the states, so not necessarily international students and entirely undergraduates.

Debbie: Yes, and no, all of the earnings data is for US citizens only, and I will remind you that in order to have a student’s earnings get studied, they have to have gotten federal financial aid. International students are not eligible for Pell grants and for federal loans. So even if a former international student got OPT training and landed a job and became naturalized, we would have no way of knowing… the Department of Ed would have no way of knowing to tell the Treasury Department, “send me that person’s salary and earning data.” So universities that have huge international student bodies, especially if they’re doing really well, and supplying really fabulous students into high-need areas here in the United States. All of that is just kind of a loss. Now, your other question, like “Debbie, all you’re doing is talking about undergrad, undergrad, undergrad. What about graduate students?” The research that I really focused on this winter was about this Carnegie Access and Earnings framework, which is exclusively about the undergraduate experience. The scorecard data does include earnings data for graduate students, and the OBB BA work going on right now is also going to be relevant for graduate students. Graduate students are eligible to get federal loans in certain circumstances, and those loans will be cut off if a student gets a graduate degree from a school where their program is not earning on average as much as baccalaureate earners in whatever state or region the OBBA decides to look at, so it’s the same kind of framework, notched up one level.

Rebecca: The other thing that I was curious about is the data that you were talking about, is where students are coming from initially, which may not be where they are working.

Debbie: Yeah.

Rebecca: Am I right about that? [LAUGHTER]

Debbie: Oh, yeah. [LAUGHTER] And I’ve got a bunch of notes about this thing, and I definitely wanted to hit this. So you’re jumping into something that I already also agree is really a problem. Two issues: do students go back to where they came from? No. The other thing that’s really problematic, I think, is that the earnings data are all aggregated on the basis of what the student studied, not what they’re actually doing. So, I was thinking in my head, like examples, I know your field is art and design, design arts. Someone who studies design arts and graduates with an art degree and goes and does marketing in New York City is going to have a very different earnings experience than someone who completes an art degree at the same school and stays in that local area and runs art programs for the YMCA. These are both wonderful jobs, both jobs that would require an art degree to be really effective, but they’re incredibly different fields. I mean, one is marketing and the other one is social services, and that’s not accounted for. So, what a person’s actually doing with their degree is not part of the mix.

John: You talked a little bit about these core-based regions that are used for measuring geographic effects. What are they, and could you tell us a bit more about how they’re defined, and whether there’s some problems with the use of those.

Debbie: Yeah, the two year schools kind of pushed back and said statewide data doesn’t make any sense for us. So the Carnegie Foundation said, “Okay, the regional adjustment for two-year schools, we should use the data from the closest geographic region to their service area.” The Census Bureau has these geographic entities called core-based statistical areas. A CBSA is a geographic area that contains a large urban center, and then the surrounding areas that are kind of integrated economically with that urban center. Like, I live in Oswego, New York, which is about 30 miles north of Syracuse. I’m in the Syracuse CBSA, which makes perfect sense. There’s so much stuff that we depend on Syracuse for, and people go back and forth there all the time. So, Carnegie said, “Okay, let’s use core-based statistical areas for the two-year schools, and let’s also use them for these public regional universities.” There’s this category of universities called a regional public university, or an RPU, which is most public universities that are not focused on research. So, in New York, Stony Brook, and Albany and SUNY Buffalo, those are all research-focused institutions, they’re not RPUs. Almost all of the other four-year public universities in New York are considered RPUs. So, Carnegie said, “Well, they’re called regional, they must be serving their region. Let’s do all of our benchmarking for them based on the core-based statistical area.” Well, I really dug into this with my research, because the truth of the matter is most of these regional public universities are not recruiting heavily from our own regions. At most, RPUs would have maybe 20 to 30% of the students from their region. We’re all recruiting heavily in the big urban areas, because that’s where the students are. This is the whole piece of this enrollment cliff. Not only is certain states and regions losing students, but the students who are left are in the cities, and if we want to maintain universities out in the smaller communities, we’ve got to move the students out into these smaller communities. So I did some actual sensitivity analysis to see, does it matter? Does it impact the outcomes for these RPUs in the Carnegie world if you change from looking at them through a core-based statistical area lens, or using just their regular state lens?” And there’s a pretty big impact. It really can make kind of a big difference. One of the other things I looked at, just to sort of confirm for myself that this is kind of questionable, is I was thinking all these RPUs have… not all of them, but many of them… have huge dormitories, [LAUGHTER] and we have the ability to house huge percentages of our student bodies. So, while most two-year schools don’t have dorms, and the students have to come from right there in that community, that is just not true for the RPUs. I did a lot of work looking at the impact of this flip between CBSA and state data on the metrics measuring diversity. I didn’t do as much looking at the income piece, but it’s definitely a problem. Most RPUs are not getting the bulk of their students from their CBSA, and yet their benchmark salary is being determined, in very large matter, by the incomes in that CBSA. Is this good? Is it bad? I don’t know. It is a validity question, because we’re measuring something, thinking it means one thing when it really might not.

Rebecca: One of the other metrics that you were talking about is how the Department of Ed is comparing to median salaries of high school graduates. Can you talk a little bit about how they’re doing that, and what concerns you might have around that, in terms of like how they’re benchmarking which programs get loans.

Debbie: I’ve been speaking mostly about how the Carnegie made adjustments in order to accommodate regional variation. I want to make it clear at this point that the Carnegie framework did not consider field of study, which is where I think you were kind of starting to head, Rebecca, because it’s the field of study that the Department of Ed wants to use to cut loans off. They are not suggesting cutting off loans and grants to entire universities, although that is a possibility if a university has a really large proportion of its programs failing to meet the benchmark, then they could talk. I don’t know. But it really is this program level data. So, my understanding is that the Department of Ed, right now, is trying to figure out how to do some regional salary adjustments that may or may not look like how Carnegie did it, but the OBBBA data set is going to be doing these regional adjustments on salaries aggregated to reflect program of study, so you can go in right now to the scorecard, and you can go into fields of study, and for fields of study that have an adequate number of graduates, you can see what is the median earning for those graduates from that program four years later. On the same page, it has a little bar that says here is the average earnings of high school students in the United States at this point in time, and then there’s a bar right beneath that that said, and here’s the earnings for this school’s state. So right now OBBBA would be leaning on a data set, or the scorecard is saying here’s the field of study, but everybody gets matched up to the same national high school graduate earning data, or state high school earning data, and what I mean by high school earning data, it’s earnings of people who are employed full time in that year whose highest degree is a high school diploma.

Rebecca: So basically the numbers are comparing someone who studied this particular topic with anyone who’s in any job with a high school degree [LAUGHTER] in any field. [LAUGHTER]

Debbie: Yes, yes, and you know something that I haven’t really thought too much about, but it’s one of those things that I think I think about it in the middle of the night. The federal government right now is spending a lot of time and effort to make more federal funding available for short- term academic programs, which is like technical training. I feel like the federal government is working hard to improve the salary and earnings [LAUGHTER] of people with a high school degree, you go and get a certificate in a particular field, which is great, and I completely support this, but these high school earnings figures, I think, are going to be coming up. If the federal government is successful, the benchmark that they’re going to be comparing the four-year schools to is going to be going up more. I’m not really sure that’s going to happen, because I think earnings are really more a reflection of the labor market than they are a reflection, particularly of field of study and variances between different programs. Another problem, though, that I really want to talk about, and I hope this doesn’t give you heebie jeebies, Rebecca, because I know you’re more of a qualitative person and less of a quantitative person, but all of this benchmarking is going to be made based on comparing median earnings of a group of people to median earnings of a larger group, the high school comparison, so we really have to ask the question, we hot to dig back and think, okay, what is a median, or even what is an average, and what does it mean to enact a policy where we treat an entire group of people in a particular way based on the average of a group that that person happens to be a member of. This is a bigger problem, really, for Carnegie, because they were putting people in groups left and right, but this is a problem. This fact that the median is not necessarily particularly representative, because there are people who have much higher salaries and people who have much lower salaries. So, how fair is it to treat everybody in a program one way because of a median value, there’s two real issues here. The first is the issue of the cutoff value. I’m trying to think of a really good example to illustrate the cutoff value problem. In higher education, it’s very common for universities to say “everybody with a high school GPA of 3.5 and above is automatically admitted, directly admitted.” The cutoff problem is that there’s going to be a lot of people who have a 3.49 who have very, very good reasons for arguing that their 3.49 justifies their admission to this university to much greater extent than some other people that have a 3.5. Maybe that person went to a very exclusive, difficult high school, maybe the person began high school speaking a foreign language, maybe the person had trauma in their last year, all that stuff, and we all know colleges have these vast mechanisms for making exceptions that are required because of the cutoff value problem. Whenever you’re going to take a quantitative element and put people in groups, you’re going to have a cutoff problem. It’s like for the OBBBA, the cutoff problem is there’s going to be programs where the median high school salary is only $1 or two or three, it’s very, very close to the median for this group of students, for whatever reason. And that median could be low for a lot of reasons, maybe it’s low because that program has a bunch of students in grad school, maybe it’s low because those people all decided to take a mission year and they’re just now starting their careers. Whatever it is, you’re going to have people really close to the cutoff value. The second numeric problem, you have to think back when you were in stats class and they made you learn all about the standard deviation and the variance around the midpoint, this is a huge, huge problem. So, just to illustrate this, if you think about a couple of universities, and you think about business school graduates, you could have one university where the average business school grad earns 50,000 and another one where the average earns 40,000 so there’s a $10,000 difference between those two. Well, I can guarantee you, if you looked at either one of those, at the 40,000 you would find a lot of students earning over 50 and even over 60,000 and you would find lots of students earning 30,000 and below. The definition of a median is that half the people are above and half the people are below. There’s been a lot of research in higher education, specifically the research I’m most familiar with was done by the National Survey of Student Engagement, the NSSE. About 30 years ago, the NSSE started collecting student experience data, and very quickly they started putting out data showing that the variance of student experiences within any single school is vastly greater than the variance of student experiences from one school to another. This is just by definition, this has to be true in this earnings data. S o we’re very likely going to be eliminating programs that could have served students where we would have predicted that at least half of those students would have done just fine in the earnings metric. Now the scorecard has a ton of data about this variance measures. For every single program, they show the standard deviation, they provide a mean, they provide a median, and they provide the quartile values at the third quartile and the first, so that you can measure and see how wide is the gap within which 50% of students fall. The fact that they’re providing all this variance data tells me the people at the Department of Ed deeply understand the importance of variance, but deeply understanding it mathematically doesn’t explain to me how they’re going to accommodate for the variance when they start deciding which programs get cut off, because they have not talked about that at all. So there’s a lot of stuff really coming out here, [LAUGHTER] a lot of questions still on the table.

John: And you mentioned the cut off value, and how it’s somewhat arbitrary, and it’s very precise, though, they come up with a specific value, and yet so many of the benefits of education are not measured in salary. People with college degrees have lower unemployment rates, they have longer lifespans, they have higher quality of life, as measured by all sorts of happiness surveys. They have lower probabilities of divorce, they’re less likely to commit suicide, they’re less likely to commit crime, and so there are many aspects of jobs and the returns to education that are just completely being ignored by this focus on one specific value, and that’s kind of troubling.

Debbie: It is troubling, and it’s very, very sad. I hope that we can eventually, as a country, return to a time where we value learning and personal growth. I think our labor market is kind of not really supporting all of our people particularly well right now. I would like to live in a world where if someone is called to ministry, that they don’t have to worry [LAUGHTER] that they can’t go and get a degree that they can afford to pay for, because being a minister is not going to pay very much, or if a person is called to be a pianist, concert pianists don’t always earn a lot of money. Does that mean we taxpayers, with our taxpayer support, that we shouldn’t support that person’s education? I don’t want to live in a world that doesn’t have concert pianists who have been supported all the way through getting a Doctor of Music Arts, because the people who have those degrees are amazing in the way they connect our world to our history through music, and I’m picking on fields that are often sort of the punching boys for “don’t study theater, you’ll never make an income.”

Rebecca: But these are the fields that often contribute a lot to a community, and these measures don’t actually have anything to do with community benefit or the public good.

Debbie: Yep, the public good.

Rebecca: So, on that note, [LAUGHTER] we always end by asking, what’s next?

Debbie: I’m so glad that you are ending with that, because I think there’s no question we will be… we in higher education… will be controlled by these student earnings data for a while. This final OBBBA ruling is supposed to come out of its last session of a negotiated rule making at the end of May, we’re sitting here, May of 2026, we are speaking about this as it’s happening. If you’re starting to pay attention to this, or you’re looking for information about it, I want to enable you to learn more and be empowered. So, really, what’s your favorite publication for higher ed stuff? Is it the Chronicle of Higher Ed, is it Inside HigherEd or even The New York Times and will be covering this information. What you’re looking for is, they might speak about this ruling as financial value transparency work. The old language, which some of us are still kind of stuck in, we talked about this as gainful employment regulations. I have just started seeing reference to a new acronym, STATS, which stands for Student Tuition and Transparency System. I’m not sure, but I think that stats may be how the Department of Ed plans to rebrand the Scorecard, so that when they bring it out as the basic thing undergirding this new regulation of limiting students’ access to loans and Pell grants, that STATS is what we’re going to be looking at. So those are some keywords to look for and listen for, and the last thing is wherever you are, figure out who your institutional researchers are. Make sure that they are pulling up these data files. If you Google Scorecard and higher education, if you Google access and earnings, or if you look for Carnegie classification, all of these will take you to these websites where you can look for the data and download the data and learn about its structure. So don’t wait, be empowered. The federal government has a lot of power in this conversation right now, because they control the data, but we can at least begin to educate ourselves, which is why I wanted to come and talk about this, and I really appreciate that you guys gave me the opportunity, and you ask me great questions, and you listen to my answers, and I hope you’ve learned some about how the data are put together and what we’re going to be looking for in the next couple of months.

John: So one implication of all this is that, in terms of admissions decisions, would this whole incentive system encourage, perhaps, colleges to only accept white males from higher income households because they end up with higher salaries on average.

Debbie: I don’t think we’re going to go there in higher ed. What I think is more likely is an acceleration of what we’re already seeing. I have a daughter in school in Indiana, and she keeps me apprised of what they’re doing out there, so I pay attention. I think many states have used the OBBBA work as a reason to go through and cull their programs, not particularly on the basis of earnings, but to get rid of all the small programs, and these two things tend to go together. They just do. So, I know Indiana has chopped a ton of programs. Universities are eliminating small programs left and right under an argument that they’re saving money, that they don’t have enough resources to maintain these programs. Any university with an IR person worth their salary is making sure that universities do not eliminate small programs that have very high earnings. I worked at a university that had a really small engineering program. They’re not going to eliminate that program, [LAUGHTER] even though it’s really hard and expensive to run, but those students do earn really high salaries. I think, getting to your point, John, universities are so desperate for tuition revenue, I do not think that they are going to filter for the potential future earnings of white men. Some might, but I don’t know. I’ll do that research four years from now, and I’ll come back and let you know how it’s going. [LAUGHTER]

John: It’s just one of the worst possible outcomes of the incentive system that they’ve devised.

Rebecca: I think it’s really helpful for faculty to be more apprised of this information, because it’s kind of zooming past us as policy and regulations are changing so swiftly, and so having this explainer is very helpful. [LAUGHTER]

John: Yes, thank you. This was really good and it’s things that I think most faculty are not that aware of right now.

Debbie: I think people are viewing it as something that is happening to us, and as I close, saying yes, that’s kind of it, it is happening to us. There may eventually come a time when we can speak back and push to recreate a more equitable, more reasonable understanding that incorporates more of the community values and the public values that we get from higher ed.

John: And we are lucky to be in a state where there is much more support…

Debbie: Oh, yeah…

John: …for the positive aspects of education.

Rebecca: Thank you so much.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

John: Editing Assistance provided by Madison Lee.

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447. UDL at Scale

The Universal Design for Learning framework is often adopted by individual faculty for particular courses. In this episode, Tom Tobin joins us to discuss the potential benefits associated with an institution-wide adoption of this framework.

Tom is an internationally recognized scholar, author and speaker on technology mediated education, especially copyright, evaluation of teaching practices, academic integrity, accessibility, and universal design for learning, which is a topic we’ll be talking about today. He helped found the University of Wisconsin Madison Center for Teaching, Learning, and Mentoring. Tom is on Ed Tech Magazine’s Influencers Dean’s List, and has been honored with the Wagner Leadership Award in Distance Learning Administration, and he is one of EduFlow’s global top 100 learning influencers. Tom serves on the boards of Advances in Online Education, The Online Journal of Distance Learning Administration, and the Oklahoma University Press: Teaching, engaging and thriving in higher ed series. We’re very glad that he’s made time to be with us with all these activities. His books include Evaluating Online Teaching, The Copyright Ninja, Reach Everyone, Teach Everyone: UDL in Higher Education, Going Alt-Ac: A Guide to Alternative Academic Careers, Implementing UDL in Irish Further Education and Training, and what we’ll be talking about today, UDL at Scale: Whole-Campus Universal Design for Learning, which is coming out this summer.

Show Notes

Transcript

John: The Universal Design for Learning framework is often adopted by individual faculty for particular courses. In this episode, we explore the potential benefits associated with an institution-wide adoption of this framework.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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John: Our guest today is Thomas J Tobin. Tom is an internationally recognized scholar, author and speaker on technology mediated education, especially copyright, evaluation of teaching practices, academic integrity, accessibility, and universal design for learning, which is a topic we’ll be talking about today. He helped found the University of Wisconsin Madison Center for Teaching, Learning, and Mentoring. Tom is on Ed Tech Magazine’s Influencers Dean’s List, and has been honored with the Wagner Leadership Award in Distance Learning Administration, and he is one of EduFlow’s global top 100 learning influencers. Tom serves on the boards of Advances in Online Education, The Online Journal of Distance Learning Administration, and the Oklahoma University Press: Teaching, engaging and thriving in higher ed series. We’re very glad that he’s made time to be with us with all these activities. His books include Evaluating Online Teaching, The Copyright Ninja, Reach Everyone, Teach Everyone: UDL in Higher Education, Going Alt-Ac: A Guide to Alternative Academic Careers, Implementing UDL in Irish Further Education and Training, and what we’ll be talking about today, UDL at Scale: Whole-Campus Universal Design for Learning, which is coming out this summer. Welcome back, Tom.

Tom: Thank you, John and Rebecca, it’s a pleasure to be back on Tea for Teaching. Thank you for having me.

Rebecca: Today’s teas are… Tom, are you drinking tea with us today?

Tom: I am. I have some Pure Leaf Unsweetened Iced Tea. So that sound of ice cubes that you hear that’s my preferred form of my iced tea.

Rebecca: Sounds nice and refreshing.

John: And I have spring cherry green tea today. Given that we are apparently in spring, the snow has stopped at least for a few days, so we’re moving into spring here.

Rebecca: I have Lady Grey today.

John: Very good, one of my favorites. So we’ve invited you here today to discuss UDL at Scale. While most of our listeners are familiar with UDL to a greater or lesser extent, could you at least provide a brief overview of the UDL framework to help set the framework of the discussion?

Tom: Absolutely. Universal Design for Learning, or UDL, is a framework based on how we learn as human beings. So it’s based in neuroscience, fairly loosely, if I’m being honest. That when we learn anything, we have to activate three different chemical pathways in our brains. We have to have a reason to learn something. We have to have the content that we’re learning, and we have to be able to reinforce it, practice with it, tie it to other things that we already know. And so these three phases of the learning process, which are themselves a pretty good simplification of very complex chemical cascade in our neuroanatomy, they correspond to three different things that we can do as designers to help people to get started and stick with us when things get challenging, have the information to be able to learn it, and then to show what they know and practice with it. The neuroscientists at CAST in Boston, way back in the late 1980s and early 1990s, they discovered that if we give people one way to get started or take in information or practice, then we’re leaving out other ways that people could engage with that stuff. So what they said was, make more than one way, make multiple ways for people to get engaged, for people to take in information, and for people to practice, and people will choose which one seems best to them in the moment, and that helps the learning to stick. So Universal Design for Learning asks us, as instructors, developers, designers, to make multiple ways that people can get engaged, take in information, and show what they know.

Rebecca: Can you tell us the origin story of your new book, UDL at Scale, and its relationship with your previous work?

Tom: This is a very different book than my previous two books on Universal Design for Learning. When I did Reach Everyone, Teach Everyone: UDL in Higher Education with Kirsten Behling and then when I did the Universal Design for Learning in Further Education and Training for the Irish government, those were practical application based books. People were hungry to have, how do I do this in my own classroom or my own institutional design? That was at an individual level. People wanted to have the nuts and bolts of, what do I do when I’m designing a lesson or an activity or an assessment? One of the big challenges that you started to see over and over again is that whether it’s by law or by policy or by people adopting good ideas, we’ve been putting the burden of making things accessible on the shoulders only of instructors. And we also have not been giving them any release time or extra money or a graduate assistant, or we’ve not taken any work off their plates in order for them to be able to make their materials and engagements more inclusive and more accessible. So it’s not actually a wonder that only about 10% of instructors, wherever we look, have adopted inclusive design techniques of any kind, let alone a specific one, like the Universal Design for Learning Framework. Because of that, when I would talk with boards of trustees, college presidents, provosts, deans, campus leaders, and I would say, “You know that you have these legal requirements.” In the United States, we have the Americans with Disabilities Act. In Canada, it’s the Accessible Canada Act. Worldwide, there are laws that apply to the design of content and materials, and we’re not even doing that really well. So when I would talk with campus leaders, and I would say, you recognize that there is this requirement there, but there’s also an opportunity there to lower access barriers and keep our students with us at greater rates, helping with student persistence, student retention, their satisfaction as alumni. Everybody said, “yeah, those are great ideals, and you know, they’re part of our mission and our values, and we just don’t have the people or the time or the funds to be able to do that widely.” So I wrote the book UDL at Scale as an advice guide and a how-to-manual for campus leaders who think they don’t have the resources to actually get that stuff done. They do, and it’s actually when we think about lowering access barriers, not just in the classroom, not just putting the burden on instructor shoulders, but when we think about training everybody across all of our service touch points: the library, mental health counseling, academic counseling, IT, the media services team, you name it. Training all of those service touch points, to be a little bit more inclusive, to give a few more options, to lower accessibility barriers. It turns out that’s a really good financial decision. And so that was the genesis of the book.

John: In terms of that financial decision. What does the research tell us about the effect of UDL on student success, completion, retention, etc.?

Tom: Oh, this one’s great, because we actually do have research about the impact and effect of inclusive design changes, and every leader at every campus has been tasked with being a change agent. We want to move our institutions into spaces where we are making changes because they are driven by the needs of our employer bases, the needs of our students, the needs and vision of our institutions. So here’s the data, folks. Students, are five times more likely to earn a credential when they feel that they have a voice in their education, when they feel that they have a choice in how they move through their educational paths, when they feel a sense of belonging, that they are a part of the institution and its culture and its community, and rather than apart from it, when they feel like they have some agency, like they’re not just being told, “do this, do that, do the other.” That they have some say in how they move through their conversations with a college or a university, and when they have a sense of safety, that they are psychologically okay to be wrong, to explore, to get things wrong, to fail at things and come back to them. Those five things: voice, choice, belonging, agency, and safety. When students say “yes, I felt these things” during their educations, those students are five times more likely to persist and earn a credential with us. So when we think about all of the touchy feely aspects of it, that actually translates into money, that translates into tuition dollars, that translates into students not dropping out or stopping out as much as they otherwise might. And a lot of different ways that we can approach that have to do with access barriers, and we’ve talked about this in other books, but instructors aren’t the only teachers on our campus. Your media services people are teaching students how to engage with materials and content. Our librarians are teaching students how to discern good information and reliable and trustworthy information from slop that’s out there on the internet. and on and on and on, right? So our registrar is teaching students how to navigate the systems of the college or the university through the catalog and the various programs that we have on offer. So wherever we look at engagement with students, they are, in many cases, teaching engagements, and so we can design for those engagements in order to give people the kinds of choices that you heard about as we started our conversation. Multiple ways to get started and stick with it, multiple ways to take in the information that they’re learning about, and multiple ways to take action or express themselves once that they’re engaged with our service areas across all of our service touch points.

John: When you talk about people being five times more likely, is the benchmark of that students in high school or middle school and so forth, in terms of the probability of going to college and acquiring a degree? Because we do have over half of the students who enter college leaving with some sort of a credential, at least, on aggregate. So to get that number, it would seem like it would have to go back a bit to an earlier stage.

Tom: Oh, I’m actually not even talking about being that ambitious in our research. What I’m talking about is of all the current students who enroll right now, regardless of whether they are 18 years old and coming out of high school, or whether they’re 50 years old and coming back to re-skill. Out of all of those folks, you are correct. About half of them end up with a credential after 6, 7, 8, years usually. So the myth of the undergraduate who gets the degree in four years, that full-time student, is kind of a unicorn. At the same time, when we think about the 50% of students who drop out temporarily or stop out altogether, the number one reason why people don’t receive a credential is financial, “I can’t afford to continue now, or I can’t afford to continue at all.” And the research is fairly clear on this one, that the majority of people who stop out or drop out by financial reasons, it’s for $500 or less. So a lot of colleges and universities have now implemented micro-forgiveness programs, where if you owe less than $500 we’ll just write that off, and you keep going. And that’s an investment in the student, and it turns people into degree earners at far greater rates. But what’s the number two reason? If the number one reason is financial, what’s the number two reason why people stop out or drop out? It’s time, it’s the clock. We are all trying to put our educations into busy schedules. We have work responsibilities, caregiving responsibilities, military service, we just live far away from campus, whatever it is. If there’s a reason why people are busy and trying to put things together, and they don’t really fit all that well into the 24 hours of the day, those reasons are out there. So universal design for learning helps make processes go a little more smoothly. Helps students not to have to call back three times to get their question answered with IT. Helps for there to be less rework, and that’s actually one of the central arguments of the book, is that we’re actually making things a little bit more efficient for us as providers of services, and we’re also making things smoother and easier for our students in terms of process. We’ll talk about academic rigor later, but your question is an astute one, and the research that I’m citing in the book is fairly narrow, taking our existing pool of people who start, how many of them will finish?

Rebecca: Well, it’s certainly a compelling argument to implement, and we were talking about the time of not implementing. It costs a lot of time if we have inefficient and terrible processes. [LAUGHTER] We also talked about the burden on faculty trying to meet accessibility requirements, or introducing or rolling out UDL on their own. So if we think about institutional rollout, you can think about is there like aggregate benefits by rolling it out, but there’s also, seems like there might be some startup costs there too, in terms of time and effort. Can you talk a little bit about that?

Tom: Oh, Rebecca, that’s an astute question. Because right now, listeners, we’re recording this in late April of 2026 and in the United States, we just had a deadline to implement the Title II updates to the Americans with Disabilities Act. For those of you not familiar with that, by the end of April in 2026 we were all, colleges and universities, supposed to have all of the materials that we host in internet and in mobile formats comply with the Web Content Accessibility Group Standards. So there are 50 different standards for web hosted materials. And absolutely no one, and I mean no one, was going to be compliant as of the deadline. So the United States Department of Justice and Department of Education pushed that deadline back a year, and now it’s April of 2027. And it’s going to be April of 2027 and we’re going to be wringing our hands, going, “Oh my gosh, we’re not compliant still.” I guarantee that. So there’s a prediction for you, listeners. But Rebecca, your question has to do with that kind of situation. So when we, as colleges and universities, think about compliance with the law around accessibility, that means that that compliance usually falls on individuals’ shoulders. You, instructor of this biology course, you created all these materials, now it’s up to you to make them accessible. And when we think at that individual level, every individual has to be perfect in order for an institution to say that they are compliant. So if you’ve got one department that doesn’t get there, then the entire institution fails. So let’s turn that around, and when we think about Universal Design for Learning, when we’re applying it in an individual course, I actually want people to do a little bit less when we’re thinking about institution-level application. And one of the reasons why people are a little panicked now about those WCAG 50 standards is that we are asking communications professors and art historians and chemists to suddenly become experts in web design, and that’s not what the idea is about with that legal compliance issue. So when you think about people engaging in Universal Design for Learning at the individual level, the impact doesn’t have to be perfect. It doesn’t have to mean everyone does UDL to some perfect level where you get green check marks all throughout your learning management system with a particular tool. Imagine, and I’ve used this analogy before, it’s a good one for this conversation, too. Listeners, imagine that there are 20 steps to shining perfect, accessible content in your courses. There aren’t, but just for the sake of argument, let’s say there are 20 steps. Most places will spend some time, money, and effort to train a couple dozen people to get to step 18. And then we say, “You are our champions. Go train everyone else.” That’s where it breaks down, the “go train everyone else.” Other people are not being given extra time or time off, or they don’t get any support to actually focus their attention on these issues. What I wanted to do with Universal Design for Learning at Scale was to offer ways that we not get everyone to step 18, 19, 20, but to get absolutely everyone in the college or the university to step 2. What are some simple things that everyone does that become part of our everyday workflows? And so I’m indebted to our colleague Jordan Cameron at Kennesaw State University. Years ago, she came up with what she called “The Basic Four,” and that was if everybody did these four things, then some people on campus who were specialists could help with the really tough or knotty or detailed nuanced affordances, but everybody would do these four things. They would make alternative text for images that are displayed on websites in the learning management system and elsewhere. They would use semantic structure, so the heading level. putting things as titles in text-based documents. They would use captions or transcripts for video resources. And they would engage in inclusive procurement. They would engage in a process where, if the college or university is buying and supporting technology tools, they would only buy and support tools that were accessible and met those legal requirements. And if everybody did just those four things, it would, One, spread the workload around. Two, it would make sure that the expertise was available for the really challenging cases of accessible design. Three, it would allow everyone to adopt inclusive practices in a low-stakes way across their everyday workload. Meaning it’s not extra to do inclusive work, it’s actually part of our jobs, and it’s not a huge part of our jobs that we would need to fold in new things. So when we think about “the individual has to be perfect, but the collective only has to be good.” That’s what I’m aiming for. So when we think about individual courses with UDL, yes, institution-wide adoption is a little bit different than the sum of everyone just doing UDL in their own space. In fact, I don’t want to turn everyone into experts in the three principles and the nine guidelines and the 36 considerations of the Universal Design for Learning Framework. There should be people on campus who do that and know that. At the same time, everybody should have some real simple principles and practices that they can engage in that are consistent throughout all of our employees in a college or a university. So, excellent question. Thank you.

John: Have any institutions committed to a UDL-at-scale approach?

Tom: There have been, to my counting, 13 institutions who’ve actually gone from, “Hey, that’s a good idea” to “our institution is actually doing it.” I had the privilege and the pleasure of working with five of those. And I actually want to highlight one where I wasn’t the consultant, and they did it all on their own. This is Atlantic Technological University in Sligo, Ireland. And for listeners here in North America, they are a cross between what we would call a technical college, a community college, and a four-year undergraduate college. They do all of those things within their technological university mandate. What they discovered was that they were serving learners who lived all over the place in northwestern Ireland. So folks were living a 45-minute or an hour commute away by car, and a lot of their students were driving very long distances to be able to come to one of their many campuses. So what they did was they adopted an inclusive mindset, and of course, in Europe, they have the United Nations Strategic Development Goals, or SDGs. Inclusion is one of them, lowering access barriers is another one of those. So they used those as their guiding principles, and then they adopted Universal Design for Learning as a framework that allowed them to operationalize those aspirational principles. When we think about how that works, one of the first things that they did was convincing instructors and employees and staff members to adopt UDL. And of course, there were a lot of folks with their arms crossed saying, “I got along without this before. Why do I have to do this now? This seems like extra work.” The one change that they did, and I want to highlight this, their President and their board of directors said, “We want to be the most inclusive college or university in the country, and that’s a goal toward which we are all headed. We are going to put resources toward this in terms of time, people, and money,” but they didn’t do the next step that you might suggest. You might think that the next step was, “Here’s our plan, and now everybody follow it.” Their next step was to move away from “you must,” to move away from mandates and compliance and move into support. They said, “Here’s the goal. We want everybody to achieve these kinds of inclusive practices in your support area, in your department, in your study, and you tell us what it’s going to take to get to that goal, and we’ll support you.” So what happened from a top-down level was that the support that people were asking for was very different in different places. Some places wanted time, some places wanted funding, some places wanted a couple of experts to come in and help them think about things, and the senior leaders at that institution did those things. Did they do them perfectly, exactly as asked? No. At the same time, that listening attitude, that attitude of “this is a service that we’re providing to you,” it was great. When instructors would think about, “Oh, I want to make some of my content more universally designed,” and they would go talk with their teaching center folks or their learning designers, the learning designer would say, “Oh, yeah, we can teach you how to do this, or we can do this along with you.” And so that wasn’t perceived as, “Oh, here’s another law that applies to me, and now I have to do things differently.” It was perceived by instructors as, “Oh, the whole place is moving in this direction, and now this is a service on which I can rely.” Doing that actually spread the workload around and made it a slow and incremental change where people could ask questions and voice concerns and they got listened to. So that was a wonderful way that the folks at ATU actually implemented Universal Design for Learning. So now it’s part of their policy manual. It’s part of their mission and vision, and it’s also part of just the way they do things, because they actually shifted the culture.

Rebecca: What I’m hearing you say, Tom, is that the leadership at the institution modeled this practice by rolling out UDL in a UDL way, and gave folks some agency and some choice.

Tom: Yeah, students are not the only people who are five times more likely to stick with something when they feel they have a voice, choice, belonging, agency and safety, correct? So you’re making a connection, Rebecca, that I think listeners, you can also make. We as employees, whether we are part of the leadership team, whether we’re instructors and faculty members, whether we are service members and staff members. We are also learners, we are also human beings who want to have a clear reason why we’re doing the thing. We want to be able to get access to the information and the content that we’re going to use, and we want to be able to take action in a way that is meaningful for us. So we absolutely can UDL the process of adopting UDL. Yes.

John: Now, on your first book on UDL, you advocated a plus one approach to UDL adoption, and I think that’s something that many people have picked up on as making it a little bit more feasible or easier to manage. Do you make a similar suggestion at the institutional level?

Tom: It’s an unfair question, John, because I didn’t predict when I wrote, Reach Everyone, Teach Everyone with Kirsten Behling, that my idea of approaching Universal Design for Learning, not as here’s three principles that turn into nine guidelines that turn into 36 considerations that we should just approach that as plus one thinking, if there’s one way for an engagement to happen, now make one more way. That was always meant to be a starting point for UDL practice, not the entirety of everyone’s understanding of it. And I’ve been very honored and pleased to see that that plus one idea has really taken root. People know plus one as a way to start Universal Design for Learning, because it’s simple, it’s easy to understand and it’s easy to get your brain around it, and it also is small. Take one action, try one thing, do one experiment, and see what happens. Now you’re asking me to predict which of the ideas from my new book are going to take off because they are so simple or so resonant with people that they’re just going to latch on to it. I don’t know which one of those ideas is going to take off. If I had to put forward two candidates, though, one of them, we just talked about, shift from compliance to support. It seems like a very small and philosophical change. At the same time, changing the messaging around the activities that you’re doing as an institution, changes people’s perception of what those things are. It goes from “Oh, this is required of me,” to “Oh, this is a service on which I can rely.” And shifting from compliance to support narratives, those are the kinds of things that actually shift cultures and change people’s minds. So that’s one. And then a second one, I have a diagram in the book. Listeners, you can’t see it, but I’ll describe it very briefly. Think about a rectangle that is wider than it is tall. Over on the left-hand side, we’ll put “beginner” at the bottom of that. We’ll put “proficient” in the middle, and then we’ll put “approaching expert” on the other side. That’s a timeline of the learning process when people are beginners, when they’ve got a few ideas, when they’re getting it, and they’re almost experts with us. Now draw a line that starts at the very bottom, over by beginner, and goes to the very top, near proficient. We’ve just divided our rectangle into a growing and a diminishing triangle. The diminishing triangle is UDL, Universal Design for Learning, and it’s designed UDL. This is where we, as instructors, designers, developers, facilitators, when people are beginners, we want to design almost all of the boundaries and the possibilities for our learners. We tell them what to read, what to look at, what to do as exercises, so that they will get all of the foundational information. And then, as that triangle gets smaller and smaller over time, we start taking our safeguards and guardrails and left and right boundaries away. And then, by the time people are almost experts, we’re not giving them hardly any guidance or structure, we’re asking them to do. Now, the triangle that’s increasing over time, it starts out almost at nothing when people are beginners. That’s tool use. This is using AI tools, this is using calculators, this is any kinds of tools that people can use to support their learning. When they’re beginners, we don’t want them using any tools. We want them to learn things the hard way, the manual way, the long way, so that they actually struggle with and get the foundational concepts and the practice that we’re doing. Then by the time they’re proficient in the middle there, tool use grows and we start saying, “Okay, now here use tools to help you learn.” This is telling people not to use artificial intelligence to summarize their reading, but to use AI to make study questions about the reading and to use AI to help the learning process itself, but then by the time they get to be proficient, and, after that, when they get to be expert with us, then we say, “Okay, go ahead and use the tools to skip some steps,” because we’re going to use those AI tools, perhaps, to do easier or introductory level kinds of things, so that we can use our human brains to start working on more nuanced or more complex thinking processes. Now, readers, take one more line up at the top of this rectangle, start and draw a rising line from left to right, and we’re going to put one lopsided triangle on top. That is agentic UDL. And it has to go in lock step as our designed UDL diminishes over the learning process, we have to start replacing it with learner agency. We tell our learners not go read this thing and do this activity, but we say, “What kinds of resources do you need or want now? What kinds of activities would help you to learn better on this?” And we become more guides rather than dictators of the things. So when we think about that lopsided house, my hope is that that diagram will take off, because it’s a simple way to think about the entire learning process and what goes into it. And spoiler alert, listeners, it’s fractal. That learning process can happen over the course of an individual lesson, over the course of a unit, over the course of an entire class offering, over the course of an entire credential. So we can go through that process at lots of different scales. So awesome question, and even though it was unfair, I do have two candidates for the things that I hope will take off.

Rebecca: But I think you also reiterated the idea that the plus one can help an institution get started, because it’s iterative, it changes over time, it’s scaffolded, it’s all the things that you’ve been describing.

Tom: And that’s 100% on purpose. I try to offer ideas that are easy to put your brain around, and then get really nuanced and complex when you start implementing them, because you have the agency and the choice to be able to do that design in a way that works well for you and for your learners.

Rebecca: In addition to the support model that you’ve been talking about, as institutions begin to commit to UDL, can you talk a little bit about what kinds of incentive structures they may want to consider to help faculty employees stay aligned with this framework?

Tom: Ooh, can I turn your question inside out a bit, Rebecca? You talked about incentive structures. And incentives are things that we give people when they’re doing things that they don’t normally do. What I want to do is I want to make Universal Design for Learning just part of our everyday workflows. So an incentive would mean “I’m going to pay you extra to do some extra thing” or “I’m going to give you release time, because this is hard and you need some time to do it.” Initially, yes, those things need to be in place because it’s different from the way that we do things now. The goal for me, though, is that we’re not creating incentives that mentally label UDL as extra or on top of the work that we should be doing. So I want to turn the question a little inside out and say that my advice to everyone who’s a campus leader is the very first thing you can do is to put Universal Design for Learning into job descriptions for new hires and into the performance evaluation process. Make Universal Design for Learning expected of people who come into the institution as new employees, and make UDL practices part of the measurable criteria by which people’s jobs are assessed. That’s not exactly an incentive program. And if you just put them into the job descriptions and new hire offerings without actually training people on what that looks like, then you’re setting them up for failure. So having the training available before those changes happen, having an opportunity for people to be assessed on Universal Design for Learning once or twice through the cycle without it counting, so that they get the feedback, but if they haven’t been doing well with it, that they get an opportunity to say, “Oh, wait, I probably need to go attend the workshops or get some coaching or work with a mentor on this.” But I’m a big fan of letting people fail without consequences.

Rebecca: Jeez, that sounds like another UDL principle being highlighted right here.

Tom: It’s not technically in the UDL guidelines, but it does absolutely show up in guideline eight, and we can nerd out about that later. [LAUGHTER] But listeners, what we’re thinking about here is when we think about giving people the opportunity to try things out, work with them in their own fashion, but also holding them accountable, like accountability is a key driver to scaling up any change at any institution, and with Universal Design for Learning, it’s no different. The difference here is that I want to suggest give people an opportunity to have a minute to get in touch with and apply these ideas and then assess them, but don’t ding them if their assessment is poor. Say, “Okay, this didn’t work,” or “You need more time on this,” or “You need this a different way.” Let’s work with what actually is going to help move the needle here. I also want to share, the bar should be incredibly low. We’re not looking for a 100% or a green score in the learning management system on Blackboard Ally, where it’s checking all the accessibility. Universal Design for Learning and accessibility are actually different. Accessibility just means that that’s sort of the floor that’s where everybody should be doing this as a matter of course, and Universal Design for Learning is a framework that allows us to move beyond just what’s compliant. So excellent question, and thank you for letting me play with it.

John: And by making it part of the culture of the institution and part of the regular expectations, then it does build in a little bit of loss aversion, which is a behavioral economics principle, which suggests that the threat of losing a job [LAUGHTER] by not doing it might have much more of an impact than the possibility of getting incentives for doing something. That’s perhaps an overly harsh way of suggesting that.

Tom: Listeners you heard John say that, and not me, right? [LAUGHTER] But I’m also not a behavioral economist, fairly, though.

John: But one, point though, that I think is worth at least discussing is that many faculty become concerned about new initiatives that are initiated by their current administration in the institution, when institutions have a fair amount of turnover at the top. How can institutions build this into the culture of the institution in a way that is going to persist after the administration turns over?

Tom: Ooh, excellent question. There’s a very short phrase in higher education that is meant to be ironic or satiric. It’s called “new provost, new priorities.” So every few years, a new senior leader comes in and they say, “We were doing this, and now we’re going to do that.” And in some institutions, it changes every year or so, right? The campus leaders go to a leadership conference, they hear about the next big new thing, and suddenly the funding and the winds change. It’s a reasonable response if you’ve been there long enough to kind of fold your arms across your chest and say, “I’m just going to wait until the winds change again and change again, and maybe I won’t have to actually do an awful lot with all of these big new priorities.” So there’s an individual and a collective way to respond. Individual way is to play to people’s own interests. And we’ve talked about this in other conversations and books. It’s still true. Ask people where they’re already finding challenges or gaps. Where is it that you give the directions for an activity and you get an email 400 times from your students, all asking the same clarifying question about the direction? Where is it that you give a splendid lecture, and then everybody gets that concept wrong on the exam, you’ve got to reteach. Where are those places where people are already going to do a little work to redesign or think again about how they’re approaching a particular idea, concept or process? Those are always good places to start thinking in a more inclusive way, because you can lower some barriers, not only for the learners, but also for yourself. So when we think about UDL, the selling point of UDL for individuals is that a little bit of effort now actually saves you a lot of effort later. And you know where you’re putting in all of that repeated effort that just seems to be a time sink. So in your own career, think about that. And then when we think about, at an institutional level, if we’re going to have leadership change over, there are three things we can do right away, and this is all chapter five, people. One, make sure that you are enshrining Universal Design for Learning in your policy manual, this takes the longest amount of time. When you’re involved in shared governance, things do not move fast. But if inclusive design is actually part of the identity of the institution and it’s part of the mission that we’re on. Folks at Greensboro College in North Carolina actually did adopt this first into their mission, and worked back from that into practice and into making it part of their everyday work. Two, when we think institutionally, we actually talked about this as well. Putting Universal Design for Learning into those job descriptions and performance evaluations means that you’re changing culture by fiat. And John, you said it in a different way than I would have [LAUGHTER] in terms of risk or loss aversion. But when we think about risk, we can think about risk in negative ways and positive ways. So the negative risk is, “Oh, if I don’t do this, I might lose my job, or I won’t get my promotion.” But the positive risk aspect of it is, if we do this, then we are likely to have more students stick with us. If we do this, we are more likely to have fewer students asking the same question over and over and over again or tripping over the same stumbling blocks intellectually or practically. And then the third thing that we can think about when we’re working at scale is that institutional culture, the people who are there the longest typically aren’t the senior leaders, it’s typically the folks in operations. So the folks who are running the departments and the support units, we’ve got the institutional memory. So in trying Universal Design for Learning in your practices at your unit level, put it in the handbook, put it in the manual, put it in the new employee onboarding that you do. That’s where it’s going to stick, because provosts and presidents come and go, it’s a truism in higher education. And the folks who are here for the long haul, Universal Design for Learning helps us do our jobs more efficiently, with less stress, less anxiety, and it helps our students to be more successful. It does require effort and work, and to the extent that we can make time, put money, assign people to those tasks, the better. But even if we don’t have a lot of any of those three things, we can still shift how people act.

John: And if students are learning more, it tends to be much more enjoyable for faculty.

Tom: Wow, I didn’t put that in the book. Seriously, I didn’t put that in the book because one of the biggest arguments that we have for Universal Design for Learning is that it helps students to learn more effectively, and I guarantee you that that is not an argument that moves anyone to open their budget. So this book, like I was saying at the very beginning, is a very different kind of argument to the one that I have produced in other books. In other books, we’re talking about social justice, we’re talking about efficiency, we’re talking about efficacy for the students. In this book, we’re talking about, “Yeah, this actually makes sense, because it means that we’re spending our money more effectively and wisely, and helps us with reducing rework and making processes more efficient.” This is language that I’m not used to using all the time, and it’s language that most campus leaders are very used to hearing.

Rebecca: It’s important to have campus leadership on board to make this a cultural shift, but it doesn’t have to start there. It can start from anyone at a university who’s committed to this work. Do you have some strategies that individuals might use, collectively or individually, to start to nudge an administration to consider adopting the UDL framework for the entire institution?

Tom: We’re actually heading in that direction in our conversation already, aren’t we?

Rebecca: We are.

Tom: So if you’ve got a grassroots effort where you can show that Universal Design for Learning actually does have an effect on student retention, or more tuition coming in, or fewer people dropping out. Collect those data and share that information with your senior leaders and share it with language that they understand. That is task number one. Talk about its impact on the budget for your unit. Or if it’s not a budget impact, talk about how, instead of putting out little tiny fires over and over and over again, that adopting UDL has meant that you’ve addressed some regular concerns and gaps that happen every day, and that’s actually freed up your staff to go after bigger or more complex challenges and goals. So it actually does help us to shift how we spend our time. Listeners, I don’t know what area you work in, in a college or a university, I guarantee that you have the story of the thing that you spend all your time doing once a year. So for example, I worked with some colleagues at D’Youville University in Buffalo, New York, and the head of their Disability Services Office. She was one of the champions who went through a process of learning more about Universal Design for Learning. She shared that on average, she was chasing 70 plus students every semester because they had to actually actively request their accommodations every semester, it’s not just like you get your accommodations and then you’re good for four more years or six more years. So every semester, she would be sending out email messages to people’s .edu address saying, “Hey, quick reminder, you have to request this every semester.” And she spent literally 80 to 120 hours of her own time, and then 80 to 120 hours of the four people in her office chasing down these requests. And then they made one UDL change. When people initially sought a disability accommodation, they asked the students, “We’re going to send stuff to your campus address. Would you be willing to share your cell phone number with us so we could text you? We promise we won’t spam you.” 90 plus percent of the students on intake shared their cell numbers, and when she sent out the reminder, “Hey, you got to do this every semester,” it went to their email address and it went to their cell phone number, if they had shared it. They literally went from chasing 70 or more students over the course of weeks every semester to two. Two people needed reminders more than once. So making that UDL choice about giving people more than one way that they can get the information helped them to actually reduce a huge time barrier for their staff, and that meant that their disability service staff weren’t playing phone tag and email tag with people, but they were able to actually do the work that they were hired to do, which is helping students to overcome barriers in the classroom environment. So when we think about convincing the administration, show them examples like that. “Hey, we saved you a whole bunch of money, and now we can work on more complex challenges with the same number of staff members.” That’s an argument that a provost is going to listen to. So show that it works and use language that they understand: budget, retention, persistence.

John: We always end by asking, what’s next? So what’s next for you, Tom?

Tom: My focus is always on quality in higher education. So I’ve got two new books coming out after UDL at Scale, which is coming out in August of 2026. Sometime in 2027 I have Evaluating Teaching in the Digital Era with Annie Taylor and Jean Mandernach. Then in 2028, it’ll be Peer Observation Made Practical with Lauren Barbeau and Claudia Cornejo Happel. And sometime in 2026 or ‘27, I worked with Chris Hromalik at the SUNY System, and we have an article coming out on Universal Design for Learning in Project Management. Plus, I am now a full time professional advisor, so I’m enjoying working with colleges and universities on really complex problems. Listeners, if you go to my website, it’s just ThomasJTobin.com, there’s a free UDL book there on further education and training, John mentioned it in our opener, and you can download that. And if you’ve got a wicked problem that you’re trying to figure out that has to do with the quality of our teaching or access to education, I’d love to hear from you. So thank you again for having me on the program. I love Tea for Teaching. I’m a regular listener. I’ve got my Tea for Teaching mug, and I’ll look forward to where this all goes down the line.

Rebecca: Well, thanks so much, Tom, we always enjoy talking to you and brainstorming how to make some good institutional change.

John: Yes, It’s great talking to you again, and I’m looking forward to seeing you at one of the next conferences coming up.

Tom: Yep, and listeners, if we cross paths in three dimensions, just look for the tall man with white hair, glasses and a giant black mustache and say hello, I’ll be glad to talk with you. Thanks everybody.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

John: Editing Assistance provided by Madison Lee.

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446. Teaching Neurodivergent College Students

Neurodivergent students experience challenges in traditional lecture settings. In this episode, Jennifer Pusateri joins us to discuss strategies to reduce these challenges while supporting and leveraging the strengths that neurodivergent students bring to our classrooms.

Jennifer is the Senior Universal Design Consultant at The University of Kentucky and has served as the co-chair of the international UDL in Higher Education Network. She is a member of the CAST National Faculty and is the author of Transform Your Teaching with Universal Design for Learning: Six Steps to Jumpstart Your Practice. Her newest book, A Practical Guide to Teaching Neurodivergent College Students has recently been released by Harvard Education Press.

Show Notes

  • Pusateri, Jennifer L. (2026). A Practical Guide to Teaching Neurodivergent College Students. Harvard Education Press.
  • Brown, T. E. (2013). A new understanding of ADHD in children and adults: Executive function impairments. Routledge.
  • CAST UDL Guidelines
  • Mary-Ann Winklemes – TILT Higher Ed
  • Tom Tobin, Lillian Nave, and Jennifer Pusateri (2025). UDL 3.0. Tea for Teaching podcast. Episode 395. May 28.
  • Mary-Ann Winklemes (2023). Transparency in Learning and Teaching. Tea for Teaching podcast. Episode 290. May 24.
  • Viji Sathy and Kelly Hogan (2020). Structured for Inclusion. Tea for Teaching podcast. Episode 153. September 16.

Transcript

John: Neurodivergent students experience challenges in traditional lecture settings. In this episode, we discuss strategies to reduce these challenges while supporting and leveraging the strengths that neurodivergent students bring to our classrooms.
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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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Rebecca: Our guest today is Jennifer Pusateri. Jennifer is Jennifer is the Senior Universal Design Consultant at The University of Kentucky and has served as the co-chair of the international UDL in Higher Education Network. She is a member of the CAST National Faculty and is the author of Transform Your Teaching with Universal Design for Learning: Six Steps to Jumpstart Your Practice. Her newest book, A Practical Guide to Teaching Neurodivergent College Students has recently been released by Harvard Education Press. Welcome back, Jennifer.

Jennifer: Delighted to be here with you all.

John: Thanks for joining us again, and today’s teas are:… Jennifer, are you drinking tea?

Jennifer: I am and I don’t normally drink tea. So, I’m in central Kentucky, and I will tell you, this is the most beautiful time of year in central Kentucky. It is so green and lush with the blue grass and the horse farms and all of these rolling hills. However, [LAUGHTER] that means it’s also very allergy-ish at the moment, and so I woke up a little froggy today, so I’m drinking Throat Coat tea.

Rebecca: Hopefully that’ll get the job done.

Jennifer: We’ll see.

John: And Rebecca?

Rebecca: I have an English breakfast tea today.

John: And I have a ginger peach green tea today.

Rebecca: Nice. So we invited you here today to discuss A Practical Guide to Teaching Neurodivergent College Students. Can you tell us about the origin of this book?

Jennifer: Yeah. So I’ve been telling folks that I wrote the book I wish my professors had read, [LAUGHTER] because I was not what you would call a great student when it comes to my undergrad. In fact, I opened the book with a screenshot of my actual transcript from my sophomore year of college, and it’s not great… 1.761 GPA I got that semester, which is fantastic. I just didn’t know what I didn’t know. I didn’t know how to learn. I didn’t know what worked best for me, and I did not know at that time that I was ADHD. I was actually diagnosed a little bit later in that year, after being like, “this is not working, like something’s not right here.” My younger daughter is graduating high school and ideally entering college this fall. And I was kind of thinking about, “man, what would I like for her professors to know about teaching neurodivergent students.” She, like Mom, is also ADHD. And I was just kind of hoping that eventually instructors will kind of have a better understanding of what neurodivergence looks like in our students, and that it’s not entirely a deficit.

John: I suppose, before we get too far into the discussion, we should talk a little bit about how you define neurodivergence, just to make sure everyone is on the same starting point.

Jennifer: Yeah, for sure, that’s actually a really good place, I think, to start. Sometimes people balk a little bit about this being a little boring, but I think it’s super interesting. So a neurodivergent brain is a brain that functions differently or outside of what the dominant society says is normal. There is, of course, no such thing as a normal brain. That’s not really how it works. But depending on the society that you’re a part of, there are some expectations for what people assume to be a normal brain. So neurodivergence would be whatever falls outside of that. So if you want to make it a little more clear, from its beginnings, honestly, the word itself was used to describe autistic folks, but also now there’s kind of a larger umbrella, recognizing that there are so many different ways to learn, and that there are so many things that affect the way our brain works when learning. Now we’re including things like ADHD, dyslexia. Some people are including things like depression, anxiety, OCD, and trauma, because we absolutely know that those have an impact on the way our brain works. So, that’s kind of the broad understanding of neurodivergence.

Rebecca: What proportion of college students might fit under this umbrella of neurodivergent.

Jennifer: This depends, I guess, on what you recognize as counting as neurodivergent. What I mean to say is that there’s no one definition of neurodivergence. It’s not a medical term. Some people include certain groups, and some don’t. I tend to use a broader umbrella when describing neurodivergent folks, and the reason that is important when thinking about kind of what percentage are we looking at? So I’ll start with ADHD being one of the most prevalent, about 14% of undergrads, and this is using data from spring of 2025, have ADHD. About 6% of them are dyslexic. Autism is around 3%. Those numbers all seem a little low to me, but that’s what we have from the data. I personally include, as we just talked about, things like depression, anxiety, OCD, and trauma, and so this is where our numbers start to get a little bit bigger. So when we’re looking at our undergrads in the US, 27% identify as being treated for depression, 36% of students report anxiety, and OCD is about 6%, trauma is about 8%. Of course, we don’t just add all of those numbers up. That’s not really how that works. We do know that many, many students who are neurodivergent also have depression and anxiety as well. So like if we just counted, let’s just assume that if we included everything else, everyone else is represented already, we’re going to pretend, underneath depression and anxiety, then that highest number is 36%. So we’re looking at roughly a third of our students have brains that are working in a way that’s outside of what the dominant society considers to be normal, and that’s a lot, a third of our students. That’s a huge amount of students., when we really sit down and think about it.

Rebecca: So one of the things that you indicated in your own story is that you didn’t know that you were ADHD when you were a student. So, we know that there’s wildly under-reported cases because students don’t want to disclose for a wide range of reasons, or they simply don’t know, even though you’re kind of identifying one-third, it could be much bigger. [LAUGHTER]

Jennifer: It really could. And something else that we know for sure is that everyone that needs a diagnosis does not have a diagnosis. There’s a lot of reasons that someone couldn’t get a diagnosis. It costs a lot of money, it requires people to take time off work to take their kids to appointments and do things like that. So there are some pretty significant barriers already just in receiving a diagnosis. So we know that that absolutely exists. And then we also know students are arriving at college, and many are choosing not to disclose that they have a disability of any kind. And so we know for sure there are a lot who are falling through the cracks because they’re either not requesting or not receiving the accommodations that they probably need.

John: And along those lines, I would expect the under-reporting would be more common among low-income students and students for whom getting that documentation would be a bit more challenging.

Jennifer: Yeah, that makes a lot of sense, and I don’t have that research or data on hand, but I know that it exists, and that’s pretty much what it says. And then we also think about things like cultural norms. There are some cultures that are not going to see and understand things like ADHD or autism in the same way that others would. They may not even understand that this is something they need to be thinking about with their children, and then therefore they arrive at college and they don’t have the diagnosis that they need.

Rebecca: Can you talk a little bit about the strengths that neurodivergent students bring into our classes.

Jennifer: Yeah, man, there are so many strengths, and this is one of my favorite things to talk about. In the book, I have a diagram where I’ve kind of made a three-way Venn diagram overlapping the strengths of our ADHD students, our autistic students, and our dyslexic students, because the strengths overlaps so much, which I think is really interesting. But some of the things you would typically think about… students who are ADHD are going to be maybe a little more spontaneous, perhaps more energetic. They often are very self aware. And then they’re also going to overlap with autism, especially when it comes to hyper focus. Hyper focus just being that you can focus your attention in on something that you are interested in or care about in a very significant way, to the detriment of other things, like having to use the restroom, or drink water [LAUGHTER] or whatever. That hyper focus really is a big piece of ADHD and autism. We also see ADHDers and autistic folks being very justice and fairness oriented, which I think is super interesting as well. And then when we think about dyslexia, individuals with dyslexia often have more of a visual thinking pattern, like they’re thinking in pictures. Often that can mean that they have a completely different way of understanding and sharing the information that they’re learning about. So they may be able to put together a really good or really helpful diagram that someone else wouldn’t think of, someone else without dyslexia may not even consider or not even be able to place together, but they just seem to have this very big strength when it comes to dyslexia and having things like visuals. So that also overlaps a little bit. We have a lot of out of box thinking when it comes to folks with dyslexia, also ADHD, and then that visual-spatial awareness or reasoning we also see in folks who have autism. In this diagram I have in the book, I have the center in the middle, which is all three of these bigger categories of neurotypes, ADHD, autism, and dyslexia. And I’m listing in there five different overlapping strengths, and I think these are super interesting when it comes to higher ed because if you think about these, and I’m going to share them here in just a second, think about them in terms of hiring a grad student to help with something like qualitative research. So here are the strengths: they’re very interest driven, they’re good at problem solving, they’re excellent at pattern seeking and pattern recognition, creativity, and curiosity. So when I think about someone who could be a qualitative researcher, a graduate student, perhaps, those are the qualities I want. I want someone who’s picking up on patterns that I maybe don’t see, someone who’s very strongly driven by their interest in the things that they care about, and who’s also really good at curiosity, that’s kind of driving them along to understand better the things that they’re researching. I really do see a lot of these strengths as being very helpful in higher education, especially when we think about things like research.

John: And one of the areas you discuss in the book is executive functioning, and I think most people have at least a general sense of that term, but could you define it a little bit more precisely, and also maybe talk a little bit about what can interfere with students’ executive functioning in our classrooms.

Jennifer: So executive function, it’s basically just this grouping of skills and processes that monitor and regulate all kinds of important things, so things like focus and attention, things like our emotions, regulating emotion, organization, time management, prioritization, those kinds of things, goal setting. And there’s a lot more. There are a lot more pieces. And the problem with executive functioning and defining it is, just like neurodivergence, there’s no one definition. There are lots of definitions. And so I choose to use a specific one in this book, because the model I use, which is Thomas Brown’s model, really focuses in on the emotions piece and also the processing piece. And those are things that I don’t always see in executive functioning models, and I think those are some pieces that maybe have been missed a little bit in higher ed, so I really like that model for that reason.

Rebecca: What can we do in the classroom to help support executive function. 10:53

Jennifer: I think a big one that a lot of people think of up front is focused attention and motivation. In my book, I have broken down these sort of challenges into six categories to make it a little bit easier. It can be overwhelming. There’s so many pieces, so many things that executive functioning touches that I wanted to group it a little bit. So the first group is focus, attention, and motivation. That might mean that students who are neurodivergent are going to have a difficult time sitting and passively listening for long periods of time… more than 10 minutes, maybe. So that may be an issue. It also might be things like motivation. I’ll speak for myself. I am not motivated by things I don’t care about. If I have to do things I don’t care about, perhaps I have to take a class that’s outside of my major, or is a general ed class, or whatever, it’s going to be like pulling teeth to get me to do the things in that class, because it’s something I don’t care about. So those are the kinds of things we might see when it comes to focus, attention, and motivation of students having difficulties. Another big piece is organization and structure. A lot of times, neurodivergent folks have difficulty seeing these structures that kind of underlie everything. One of the things I think about is reading a journal article. Someone who’s neurodivergent may read several journal articles but still not see that there’s sort of an underlying structure or order or grouping or whatever of this is how research reads. So in my field, education, research tends to be laid out the same, like it’s always going to start with an introduction, and you’re going to move to this next piece, and then you’re going to move to this next piece. And if that’s not clearly stated or laid out, sometimes it’s difficult for neurodivergent folks to guess that or to see that. And then other things like time management, prioritization. These are things we see all the time with all of our students, but even more so with our neurodivergent students, struggling with things like turning in assignments on time or planning enough time ahead so that they can study or write or whatever to turn something in by a certain deadline. So, those are things we see in a lot of our students, which also brings me to another thought, that we know for sure that undergraduates are of an age where their prefrontal cortex, part of their brain, is not fully developed yet. That doesn’t happen until about age 25 or even 30 for some folks. We can pretty much guess that all of our undergrads are going to struggle at some point with executive functioning. That’s one of the things I really am trying to kind of get across in this book too, is that when you’re setting up your course and your instruction to support neurodivergent students, you’re actually doing that to support all of your students. And those things end up being really useful for many students, in addition to those who are neurodivergent. And then we can also think about other pieces, like sensory and emotional regulation. Those are kind of overlooked often in a higher ed academic setting, but are really important to students being able to work effectively and efficiently without getting overwhelmed or overstimulated.

Rebecca: So you’ve outlined some of the struggles that students might have related to executive function. What can instructors do to help support these students to overcome these struggles?

Jennifer: Well, one of the things we can think about is if we know that we’re going to have many students who are going to struggle with, let’s say, focused attention and motivation, that they’re going to have a difficult time paying attention for more than, I don’t know, 10 minutes or so, then knowing that up front, we can really think about the way that we’re structuring our lectures, or our in-class meeting time, so that we’re breaking that up a little bit with smaller periods, or little bursts of activity, whatever that might be. There are lots of things that you can build in. So you might lecture for 10 minutes or so and then pause, and you can have everyone do a quick one minute reflection writing, or they could even just do a simple turn and talk with their neighbor, because when they pause from the passive listening, and you do something active, it almost is like it resets the timer. As an ADHDer, I have this like internal timer of about how long I can sit and listen and not do something. [LAUGHTER] Stopping after about 10 minutes, doing a quick reflection, or turn and talk with someone next to me, resets that timer. Personally, as an ADHDer, I have this, like, internal timer of about how long I can sit and listen and not do something. [LAUGHTER] And so, like, stopping after about 10 minutes, doing a quick reflection or turn and talk with someone next to me resets that timer now. And now you got another 10 minutes or so where I’m able to really stay focused and listen and engage with what you’re talking about, and then that timer runs out again. As an instructor, if we kind of know that, we can build in these pieces throughout our lectures or even just our course meeting times. And that’s going to be useful, obviously, for our neurodivergent students, but if we’re building in things like reflections or turn and talk or whatever, there’s a lot of research that doing those things in the midst of a lecture is going to help with student memory retention and understanding of the things that they’re talking about. So again, we see this theme come back, that when we build in things that are going to support our neurodivergent students, we are actually supporting all of our students.

John: I was thinking that as you were talking about some of the issues with executive functioning, because issues of student engagement are pretty common and go far beyond just a third of our students. It’s really nice that these approaches can be useful for everyone. So in addition to providing structure and taking breaks and engaging in active learning activities, you also recommend throughout the book using a UDL approach to reduce some of the challenges that neurodivergent students face in our classrooms. Can you provide some examples of the benefits of providing multiple means of engagement, representation, and action and expression?

Jennifer: Definitely. This is, I think, one of the biggest ones. Of course, the UDL guidelines were updated in 2024 and we used to call the bullet points, checkpoints, but now we call them considerations in UDL. Consideration 7.1 which is in the welcoming interests and identities category or guideline says, “optimize choice and autonomy,” and this one for neurodivergent people, is key. An ADHDers brain, an autistic student’s brain, is an interest-driven brain, and so, when we can provide students with the opportunity to choose something within their learning path, maybe that’s the topic for a paper or a project or something, that gives them the opportunity to choose something that kind of aligns with some of their special interests, or things they are interested in otherwise, and by doing that, that’s going to increase their motivation, that’s going to increase their engagement, and they’re actually going to probably produce better work for you than if they did not have that choice. So, building in that choice and autonomy is a game changer for a lot of neurodivergent folks. When we’re thinking about representation, there are several in there, but the one I was thinking about earlier is Consideration 2.5 and so this one is in the language and symbols guideline, and it’s “illustrate through multiple media.” We know that a lot of neurodivergent folks really respond well and tend to learn well and understand better from visuals. So anytime we can include a graphic organizer, or we can include a clear diagram or a visual or a video, something visual that goes along with more of the text-based things that we’re learning, is going to be super useful for neurodivergent students. So that’s my suggestion for representation. And then when it comes to that action and expression chunk, we’re going to think about the bottom right guideline in blue, and that one is now called “strategy development” (it used to be called “executive function”). Consideration 6.3 asks us to think about organizing our information and resources. To me, as an instructor, this reminds me, if I just give them the things, but I don’t have any good organizational structure around it, it can still be really tricky. Occasionally I see some faculty that will put everything in Canvas… we use Canvas at our university… will put all of the documents that a student needs for a course in the files part of their Canvas course with no organizational structure whatsoever, no modules, no grouping, and that could be really tricky. So it’s going to trip students up when they’re trying to find the things that they’re looking for. It’s also going to be wasting a little bit of their cognitive load or cognitive energy in trying to find those things. So we can organize things like our Canvas courses, our syllabi, etc, thinking about really good structure. When we’re teaching, we can clarify the information hierarchy. And what I mean is, when people learn new information, that information is all at the same importance level, until someone tells you otherwise. And so we can try to be more clear and explicit about that structure. So I might use something like a guided notes document where I have clear headings for kind of the big topics that we’ll be talking about in that day’s lecture, and then that would visually cue students to understand, “Oh, these are the big pieces. These are the most important topics.” And I’ve done that. I’ve kind of elevated that informational hierarchy and made that clear and explicit to the students in the use of that guided notes document.

Rebecca: In addition to using a UDL methodology, what are some other ways to support neurodivergent students in the classroom?

Jennifer: One thing that I think is super important is transparent design. So if you are familiar with the TILT method by Mary-Ann Winklemes and others, that’s a really good way to approach assignments for neurodivergent students, because one of the things that’s really difficult is unclear expectations. So when perhaps an instructor thought they were being clear in their directions, but perhaps could have clarified a little more or maybe made some things kind of broken down a little bit into steps, or checklists, or whatever. When we can do that, that’s going to be really helpful for neurodivergent students. But also, one of the things I really like about that TILT approach to teaching and to instructional design in higher ed is the fact that it elevates the purpose of the assignment. Neurodivergent folks really like to know the why behind things, myself included. I want to understand why we’re doing this. Why are we doing this assignment? Because when I know the why behind the thing, that really helps with my motivation and my engagement. And although I don’t necessarily have to like it or agree with you, I can understand why. That makes a big difference. So, using things like transparent assignment design and transparency in learning and teaching is another great way to do that. It aligns so nicely with universal design for learning, because it’s just asking you to take out all of your assumptions and start thinking proactively about the barriers that your students are going to encounter. UDL is doing that, and transparent assignment design is doing that as well.

John: And we’ll include links to earlier discussions related to this, including the earlier podcast you were on discussing the new UDL guidelines, a podcast with Mary-Ann Winklemes, where she discusses the TILT approach, and a podcast with Viji Sathy and Kelly Hogan, where they talk about the evidence on structure and the importance of structure, because these things are coming from a lot of different areas, and they benefit a lot of students, and specifically, I think Mary-Ann Winklemes and Viji Sathy and Kelly Hogan have emphasized research showing the importance that these things have in reducing many of the equity gaps that we observe in our classes. So these approaches are really useful, and it’s really nice to see the UDL approach combined with the other materials in your book, as well as TILT and the importance of structure. So it’s really a nice guide to effective teaching for everybody, as well as a guide to help reduce some of the challenges faced by neurodivergent students in our classes.

Jennifer: And our neurodivergent students are some of the most brilliant students out of the box, creative thinkers that we have, and so if we can support them on some of these other pieces related to executive functioning, I mean, wow, we’re going to be astounded by what we see in our students. So, I encourage folks to really think about that by supporting neurodivergent students with things like executive functioning and such that you are unleashing that student’s potential in a way that perhaps they had not been able to do before.

John: One of the other things you talk about earlier in your book was that challenges with executive function are often misperceived as indicating a lack of intelligence. Could you talk a little bit about why this misperception occurs, and perhaps how we can break people away from that misperception.

Jennifer: One of the things I actually included in the book, sort of for that reason, I included some quotes from interviews I did with neurodivergent higher ed faculty and staff. I wanted to include their voices, because sometimes I think it can be tricky for instructors. Sometimes they can think that students who maybe have these, what some call invisible disabilities, might be trying to just get something over on them or cheat or make it easier. And so I guess I wanted faculty and instructors to hear from their colleagues, “No, actually, these are things that I did and still struggle with my entire life, and here’s how I have looked at that, or here’s how I help my students now, because of the way that I approach these things well.”

Rebecca: So we always wrap up by asking: “What’s next?”

Jennifer: There are a lot of things I’ve been thinking about recently. One of the things I’m kind of kicking around is we’ve had some really good books that have come out recently that have elevated the stories of neurodivergent faculty and instructors and kind of their experience and what that’s been like for them. I would love to see… and perhaps this will be next on my list of things to do… more support for neurodivergent faculty, because there’s so much executive functioning that goes along with being an instructor in a higher ed situation. I mean, it’s constant. And then thinking about how we’re balancing our teaching with our research and with our service work and all of those things, we could use a little bit of practical support with that, those of us who are neurodivergent instructors in a higher ed setting. So that’s something I’ve been thinking about a little bit lately. I don’t know if that’s a next project or a next book, but I know it’s a thing that we need some support and help with out there in the field.

Rebecca: Definitely, I think that’s something that I hear a lot as we’re talking about digital accessibility efforts and other things in this space, is we spent a lot of time thinking about how to help students, but not always a lot of time thinking about how to help and support colleagues.

Rebecca: Well, thank you so much for joining us. We look forward to sharing your book and getting this episode out into the world.

Jennifer: I appreciate that.

John: And in fact, we liked your book so much that it’s been chosen as one of our fall reading groups here.

Jennifer: Yay!

John: So we’ll have a number of faculty who will be discussing this through the fall semester. So, thank you.

Jennifer: That’s great. Awesome.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

John: Editing assistance provided by Fred Llerena.

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442. Not Token Gestures

While colleges and universities have made substantial progress in attracting a diverse mix of students, there are still substantial equity gaps in student outcomes. In this episode, Roberta Hurtado joins us to discuss approaches that can be used to reduce these gaps. Roberta is an associate professor in the English and Creative Writing Department here at SUNY Oswego, where she also serves as Director of Latino and Latin American Studies, and has been a fellow in the Triandiflou Institute for Diversity, Equity, Inclusion, and Transformative Practice. She also has served as a 2023 Fellow in the SUNY Hispanic Leadership Institute.

Show Notes

Transcript

John: While colleges and universities have made substantial progress in attracting a diverse mix of students, there are still substantial equity gaps in student outcomes. In this episode, we explore approaches that can be used to reduce these gaps.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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John: Our guest today is Roberta Hurtado. Roberta is an associate professor in the English and Creative Writing Department here at SUNY Oswego, where she also serves as Director of Latino and Latin American Studies, and has been a fellow in the Triandiflou Institute for Diversity, Equity, Inclusion, and Transformative Practice. She also has served as a 2023 Fellow in the SUNY Hispanic Leadership Institute. Welcome Roberta.

Roberta: Hi, thank you for having me.

Rebecca: Today’s teas are… Roberta, are you having tea with us today?

Roberta: I am. It is Bigelow Cozy Chamomile,.

Rebecca: Nice. Sounds nice and relaxing, something that maybe a continuation of spring break?

Roberta: A little bit. Yeah. [LAUGHTER]

John: We’re just coming off of spring break here, and it is still below freezing here today in Oswego.

Rebecca: How about you, John?

John: I am having a nice, warm Lapsang Souchong today.

Rebecca: Nice. I have a Scottish Breakfast tea today.

John: We’ve invited you here today to discuss your new book, Not Token Gestures: Practical DEI strategies in 21st Century Higher Education. Can you tell us the origin story of this book project?

Roberta: Absolutely. So I was a SUNY HLI fellow in spring of 2023 and part of that institute is a requirement for you to do a capstone project, something that’s going to serve your university, something that’s going to help if there’s a gap or there’s an area where you can lend your expertise to. And at the time, I was working on the Triandiflou Institute fellowship as well. So I was doing them simultaneously, and we were looking at the importance of representation among faculty, and so one of the ways that you can intervene is to directly attend to the hiring practice. Where do you send job ads? What kind of language do you have in job ads? One of the things about the hiring process for faculty is that you might do really great workshops at the very beginning, everybody’s enthusiastic, you’ve got energy, it’s the summer. And then three months later, you’re still [LAUGHTER] in those very first preliminary steps, because the process itself goes over about a year from start to finish, from drafting the job ad, to sending it out, to getting people to come through, to getting them into the first- round interviews, first-round interviews, to second-round interviews. It’s just a lot that goes into it. And so what were really great workshops at the beginning are distant memories where you remember sitting and looking at a screen or being in a room, and sometimes these workshops also have aspects to them that need a lot of clarification. So, b instead of saying, “Well, send your job ads out to different types of arenas,” well, why would you do that? Normally, when we send out a job ad, let’s say in English, we would send it to the Modern Language Association job call list. But who are the people who actually look at that job call list? If you look at the demographics for who’s actually MLA members, paying members, who’s going to be accessing that, you might actually find that you have people from maybe elite institutions making up the majority of the membership, or you have people from very specific geographic backgrounds, people from very specific socioeconomic backgrounds, and so without meaning to, you’re limiting the pool of people. You’re being very selective without even realizing it. So, if you want to be more expansive in who’s getting the job calls, you need to know the history behind why it ends up being that it’s so selective, and then being able to move forward. Well, where are the other places where you can send the job ads? I don’t think people are intentionally ignoring the variety of places you can put them, but sometimes it’s just a matter of knowing where to go. So, all of this is to say I created this capstone, and while I was doing it, like the good English professor [LAUGHTER] that I am, I wrote an article. And when I wrote the article, it was a mix of different types of theories and historical background and information, and I sent it to a journal. I didn’t think it was going to inherently be a knockout of the park, but I thought I would get feedback, and the feedback that I got was that it was too narrowly tailored, that creating a process to increase representation of different types of faculty in Higher Ed was too narrowly tailored of a [LAUGHTER] focus, which, it is what it is. Maybe whoever was reading it, that’s the way they thought about it. And I channeled Michelle Obama [LAUGHTER] in that moment. I was like, “Well, I don’t think that this should end here. So what do we do?” And I pitched it to what was then Lexington Books, to say, “I’m not the only one who’s thinking about these things. How do we do work that makes higher ed fulfill its promise of academic excellence for all?” And so I went to Lexington Press. They picked up a contract to create an edited collection that was going to have voices from all different fields of academia, and from there, it moved forward to the call for papers and then a wonderful collection.

Rebecca: Can you talk a little bit about how you selected contributors for your project?

Roberta: Absolutely. So I was very fortunate to, in my time at HLI, get to meet a wonderful array of academics and administrators, people who genuinely care about their campuses and the people that they serve. So one person was running the pediatrics residency for one of the SUNY campuses. Another person who runs camp programs, AOP, for one campus, and their projects were speaking to the very things that my project was speaking to. So when I got the contract, I was able to solicit submissions from people who I knew were already doing this work, and I was also able to reach out to faculty from around the campus and from Oswego, who I knew that were doing work that was very similar, and nationwide. So I reached out to administrators who I knew, who are doing this work, and doctors, people who are practicing and working in education and artists as well, and asked people if they would be willing to share. And I think I was very fortunate with the timing, because where I sent the call for papers, I got a number of people responding as well. So for instance, from Virginia Tech, there’s a center there where people who were working there created a chapter, sent it to me, and then faculty had come together as well to create a chapter and send it in. So in some cases, it was a matter of the people who I knew doing this work and also getting them to sit down. Nobody has spare time. [LAUGHTER] So being able to find people who would be able to carve time out of their schedules to sit and write and create transcripts, work on artwork, there are testimonials, and there’s also personal narratives, there’s letters. So knowing people who had some things that they would like to submit, and then being able to find other people who were also in it. And one thing that was interesting about it was that the chapters are also varied. So there’s three different sections for the book. The first one is about personal responses to what’s going on with DEI in Higher Ed in the country. The second is about pedagogy, and how do you teach? How do you even create a syllabi? And then the third is about administrative tactics and techniques that can be implemented. All of the chapters were very different, and even though one might focus on, for instance, there’s a chapter on how to create a course for Introduction to Criminal Justice. Some of the techniques that are being proffered in that chapter might seem on the surface like they’re very specific to that department, but they’re not. How do you create a syllabus that has readings that students can access if they can’t afford them? In another chapter, how do you have students introduce themselves in ways that don’t put them in front of their peers and having to say things that might be a little personal, but at the same time, ensuring that the classroom is a space where they know they will be honored and respected for their differences and that their differences won’t be treated as deficiencies. How do you go about doing that? Well, these chapters offer suggestions, and again, with the idea that we all go through training to become members of higher ed, but sometimes there are things that we just don’t know or maybe weren’t made available to us when we were working to become faculty members or administrators and so these are those opportunities to also sit back and question, “what were the thought processes behind why I did that?” [LAUGHTER] You know, “why did I go about choosing these things?” So when the chapters all came in and the artwork was coming in, I was able to sit down and really see a lot of richness in each one beyond even just kind of like that surface level read, which was really exciting actually.

John: For several decades, educational institutions at all levels have put quite a bit of emphasis on DEI initiatives. But in the last year or so, a little over a year here, we’ve seen that under very heavy attack in the federal level, and also we’ve seen quite a few attacks at the level of various states. You address this a bit in your introductory chapter, which is entitled,”It’s Not a Death Knell, It’s a Call to Arms.” Can you give us an overview of the arguments in this chapter?

Roberta: So I don’t know how everybody responded to hearing about that Supreme Court case where they decided that race could not be used as part of the decision making process for admittance to higher education. I think one of the elements of it that’s been very confusing for me has been that the Supreme Court requires that questions be and decisions being narrowly tailored and limited in scope. And the verdict that came out, that was read, the decision was very clear that this was about how race as a category is used in admissions processes. The expansion of it since then to apply to things like scholarships and to apply to programs have been, if we’ve noticed, like on the state level in most cases. So we’re seeing in like Texas, and this is not a knock on Texas, I used to live in Texas, Road Runner all the way.[LAUGHTER] But we’re seeing state level and regional level now taking up the impetus and saying, “Well, we can’t talk about things that are going to make people uncomfortable,” and that’s kind of been the language of it. And we saw it during the first administration, right? There was that executive order that you couldn’t teach things that are going to make people uncomfortable, and it’s such an interesting concept that some people are not allowed to be made to feel uncomfortable, and some people are. And the question is, “why are some allowed and some are not?” And that introductory chapter, it did recognize that we do need to grieve, because it’s a dream, right? Our ideals are wonderful things. They’re goals that we are always striving to and even if we think that we’re achieving them, we always have more that we can do, and so to have made so many strides, to have been pushing and pushing for something as basic as recognition of infrastructural inequity and inequality, and then to have it be brought up as something that is the thing that’s going to be attacked… it hurts. It genuinely hurts. And for all the people who would go to college and can see themselves as deserving of an education, and then the idea that they would be turned around to and told “No, you’re not worthy of learning.” That hurts. And so we do need to grieve, but we don’t give up. We’ve been seeing this since the ‘60s. We’ve been seeing this since the ‘20s. We’ve been seeing this since the 1880s, the 1860s, we’ve been seeing this for centuries in the United States… that we don’t give up, we just change strategy. One thing that was happening around this decision, and then that came and, as you noted, especially in the most recent months, just the constant barrage of it, but we’ve also been seeing the mechanisms of this country coming forward and saying “No, you are allowed [LAUGHTER] to have opinions, you are allowed to teach content, you are allowed to have policies to make campuses spaces of learning.” I think one thing about it has been, though, that we’ve had to also take stock of what we’ve done in the past and if DEI has been treated as a side piece or as a token gesture, yeah, some of those do end up having problems within them. So if we say, “We’re going to create scholarships for a particular community.” Well, why? What was the thought process behind that? And I think sometimes, when we lose sight of what the reasoning is behind things, then things can become token gestures, and we need to reevaluate those too. Every time we’re doing something new, that’s part of the process of being in higher education too. We need to constantly be reflecting on what we’re doing, what’s working, what’s not working. And so that first chapter, it acknowledges the pain that many no doubt feel and continue to feel about what’s going on, but also a reminder, now is the time to keep going. Now is the time to regroup, think through, self critique, self analyze, come together as community and look at what we can do to move forward, because we don’t give up on our students, we don’t give up on our programs, and that’s why [LAUGHTER] we got into these fields, I would hope, or I think, because we do believe in education as just being something that should be available to all.

Rebecca: So your chapter kind of sets the stage for the first section of the book, which contains a number of essays responding to these attacks, policy attacks. What are some of the other suggestions that are raised in this section, or those actions that you’re kind of pointing to?

Roberta: So the first section of the edited collection is very personal. And I think one of the things that gets lost in the debates about DEI in Higher Ed, is that it is very personal. It is people’s very lives. It is their futures. It is people trying to figure out who they’re going to become, and especially if you’re from communities that have historically been told, “You don’t have a future,” it’s personal. You feel it in your very flesh. It’s not abstract, it’s not a concept, it’s reality. And so if we’re going to really do the work of ensuring that Higher Ed serves everyone, we need to be very cognizant of the very human toll of getting into college and being on a campus and graduating and becoming whatever we’re gonna be in the future. So that these first entries in the book are really about setting that stage, about centering the different types of ways of knowing that people have, the different types of experiences that inform who they are when they set foot on a campus or in a classroom or in an office, and then also thinking about, what are our different responsibilities to each other? Is it just that we’re going to say, “Well, we’re all different,” or is it “We’re all different and difference isn’t deficiency. Difference means an opportunity to learn and grow and be together and shift and transform and make new places and ways of knowing and ways of thinking.” It includes lots of different contributors. So there’s artists, there’s photography, there’s poetry, there’s letters to people, there’s personal statements, and these were all designed to very much center the human experience of being in higher ed.

John: The second section, as you already mentioned, focuses on strategic curriculum. Could you share with our listeners some of the suggestions that are provided by the authors in this section?

Roberta: Yeah, and actually, I’m going to give the title of one of the chapters because it was just good, “You Can’t Heal Us if You Don’t Even Know Us: Music, Medicine, and Rethinking Pre-Med Curriculum Adaptation to Community Needs.” This particular entry was a transcript with Dr. Christophe Jackson and myself, and I was asking him… he had been working on a Fulbright, which is actually now underway. And he looks at Music and Medicine. He’s done a lot of work with the jazz musicians clinic in New Orleans. The man is brilliant, or like, when you think about brilliance embodied, that’s him. But he’s very humble, and he’s very passionate about music. He’s also very passionate about medicine, and especially for his own community, but for everybody. And while we were talking, he was sharing with me, if you were going to create a music medicine class, but fundamental to this chapter is actually thinking through the values that educators bring with them when they teach. I think all of the chapters in this section really ask faculty to take a pause and think about “what are the values that you’re bringing with you that are informing who you are and how you put together a syllabus?” And it’s not because we don’t have values or don’t know them in theory when we’re walking into class, but sometimes we get so wrapped up into making a syllabus that we don’t actually pause and think, “What do I know about the people who are coming into my classroom? What do I know about the communities that I’m actually seeking to serve?” If you don’t genuinely know, and this is to create music medicine syllabi for pre-med students… if you don’t know anything about the communities you want to serve, how are you going to serve them? Medicine is not one and done. It needs to be adjusted. It needs to be organized so that the community that’s at hand can be worked with, so that it’s not just them being told, “Oh, you have to do this, this and this,” but instead, “Do you want to be healthy? What kind of things help to be healthy in your community?” From that, we see with other chapters… so for instance, there’s one about a Master’s class for people who want to go into clinical work with mental health, again, thinking through, how do we hold ourselves accountable when we’re creating syllabi, but also in ways that allow students to engage in those practices of self reflection, so that when they leave college, if they already have a profession in mind, they can consider those or use those skills to help them along their own career paths and that is something that many of us are thinking about. You come to college, you learn all of this information, but you’re also figuring out who you want to be in the next phases of your life. And so these, I don’t know what they would be called, like, not soft skills, I’m trying to think of like those kind of invisible elements of the class where you figure out, who are you going to be, how are you going to deliver information to people? When you hear critique, how do you respond? Those are elements that are fundamental to a class but often don’t get talked about. And so when you have a chapter that asks you to consider about using self in relationship to understand another, about cultural humility and empathy through storytelling and counselor training curriculum, you’re being shown those kind of tools that you can bring into your class, even if you’re not teaching a mental health practitioner class. There are other ones that are a bit more specific in terms of field and going into what’s typically called Ethnic Studies, but it’s a pan area, right? So there’s one critically teaching Asian American Studies at an Asian American Studies-less University. So Asian American Studies covers a wide range. It’s very interdisciplinary. If you don’t have an actual department, though, that’s dedicated to that learning. So for instance, Urbana Champaign has an Asian-American studies program. If you don’t have faculty who are directly dedicated to that because you don’t have a department, how do you go about teaching it? So they actually offer a syllabi that they’ve crafted, engaging students, engaging faculty, getting workshops together, doing learning activities. So there’s one for Angel Island, where you get to learn about people’s experiences traveling to the United States and what sort of scenarios they would have encountered. These are very real learning opportunities, very tangible learning opportunities that can have major impacts on students and again, helping them see who they are in the learning process. So even if you’re not teaching Asian-American Studies, this is an assignment that you can then adapt to your own models, to model in your own classes that maybe you hadn’t thought about before or even known that that was a resource available to you. So section two tries to offer different strategies. They might look field-specific on the surface, but when you actually get to look into the chapter more deeply, you find all of these different techniques that are fun in many cases, and really thoughtful and engaging.

Rebecca: I love the wide variety of offerings that you’ve described in these sections. Now we’re fortunate to be working at a public institution in a state system that’s actively working to provide more equitable Higher Ed outcomes, but historically marginalized populations are still experiencing lower rates of persistence to graduation. What are some of the sources of these inequities?

Roberta: There was an article that just came out, and it’s these scientists trying to explain why there is intergenerational poverty. And since we have all of these things, like social programs that are in theory, designed to, quote, unquote, “get people out of it,” then it must be genetic. The article just came out in like 2026. So in 2026 we are still hearing iterations of eugenics propaganda coming out as science. Because what would make sense if we have all of these social programs that people just don’t seem to be rising and fundamental to this study was a refusal to acknowledge that intergenerational poverty is not a matter of genes. That even if there are social programs that are available, are they inherently designed to help people get out of intergenerational poverty? Or are they meant to, and I’m going to quote Martin Espada here, “teach you to shuffle forward for charity.” If they are designed to help you to live a life that you are proud of, to cultivate the skills that you wake up in the morning and are thrilled to have, my guess would be that you would then be able to engage the world around you in a way that is meaningful to you. If we’re thinking about then how education links to that, then you would be attending college, and you would be dedicated to an education that would allow you to actuate those very things. But if we’re not in that system, if we’re not in that world, if we’re in a world that’s designed to teach you to shuffle forward, then you’re not being taught to cultivate those best parts of yourself. And even if you are able to attain some of those aspects, there’s a lot behind it that just isn’t there for you. When we talk about in introductory classes, for instance, for students who are coming in, if you are from a school that… and we’re seeing this more now, and I’m not trying to throw shade on people who are all about technology… I am not… but science is still showing that children learn better with direct, one-on-one contact with a human being. But if you’re from schools that highly emphasize, or heavily emphasize the use of technology, rather than that direct one-on-one attention because of class size or whatever, those children are going to be learning differently than children who go to affluent schools where they do have lower child-to-teacher ratios. And so you start to see from very, very early ages, disparities in what children are learning. And so then you get students coming to college who genuinely want to learn, genuinely want to finish their degree. But what support mechanisms do you have there that are, one, going to actually help them get through the program in a way that’s responsible? And the next thing is, how are you going to do so in a way where the student is able to cultivate an identity that is meaningful to them? Where they’re not just a number, where they’re not just a tuition payment or whatever it is. And we’re starting to hear that economic descriptions more and more about education, and when we do that, then these students who are really struggling to try and make it through, ‘Do you see yourself as part of the campus?” There’s these discussions about belonging. We’re in campuses from an educational model that was designed centuries ago with very specific people in mind about who was going to attend them. What we’re trying to do now is retrofit them to meet these needs and that very real question that I think this book takes up is, “What are the things that we can retrofit, and what are the things that we can just imagine as new and run with those new things too?” I think when we talk about social inequalities, too, it becomes a space where people can start to feel very defensive, and that breaks down conversations, because it’s like, “Well, you know, this money is going over here, and it should be doing all of these things that make differences,” but it’s about how everyone’s involved in it. Everyone from children from rural communities where the school year is dependent on harvest season, to children whose families move because of harvest season, to people who are veterans, to people who are single parents and trying to get degrees so that they can get jobs that will hopefully pay so that they can send their kids to a better school, and that kind of process. So when we talk about these social inequalities and how they show up in college settings, we’re talking about this large, interconnected, intertwined ball of threads and strings, and pulling at one or the other might not be the thing that helps a student get through maybe all of them are. But I think this book offers some insights. When you have students who need more assistance, what sort of things can we do to offer that help in the classroom, and then also administratively?

John: So students come in with different backgrounds because of the quality of the schools and differences in parents’ education and other things which affect where students start at when they enter the school system, and we have a lot of systemic inequality. But, when we have the students coming into our classes, what can faculty do to help reduce some of these equity gaps in outcomes, to create more of a sense of belonging and to help all students be more successful?

Roberta: So read Section two of this book. [LAUGHTER] I mean, some of the things are about very technical pieces, So like, how are things laid out, what types of resources are available with the syllabus and so on. But then there are sometimes things that are less obvious, and they come from the things that we were taught when we were getting our educations that we replicate. When we have a professor we like, we replicate what they did, because it obviously worked. But I think there is some privileging. For instance, reading. Something as basic as that, but also that students are bringing with them different types of knowledge, different types of critical ways of knowing, and that many times, those aren’t being represented in the content of the classes, in the curriculum, because we’ve been taught to focus on one particular thing or one particular way of knowing. And here I’m thinking, this isn’t in the book, but just if I’m a student and I’m not used to having math classes where I see any of the things I care about represented, and all of a sudden I’m being shown how math is actually important in all of these different realms of my life taught from a way that my community speaks, then I’m going to learn it differently than if I’m shown something on the board and then somebody steps away. The ways that I’m going to engage the space, the sort of questions, and this is from section two, now, how do you just even set out the room so that when students come in, they have space to sit down? How do you go about offering assignments? What sort of options do you have for them? So if you offer, let’s say if you have a reading list, and you are requiring students to purchase books and they have to have physical books, when do the grants that help them purchase books come out? If you’re setting them a text that they need to buy and they need to be reading before that grant comes out, they can’t afford the book, that’s why they’re getting the grant. So maybe adjusting when you’re going to start assigning texts that they need to purchase and front loading things like articles that maybe you can give online or things that you can print and give out to them. Simple adjustment, doesn’t call anyone out, but takes into account that some of the students in the class might very well only be able to buy books as soon as that grant comes through on the first Friday of the semester. In other cases, things like having policies that allow students to step out of the class in the event that something becomes triggering for them, not knowing if students have certain types of traumatic experiences in their histories. So saying, “If you need to leave for 15 minutes, step out of the room for 15 minutes, come back in, we have resources available to you.” Things like having, on the campus itself… so this isn’t so much controlled by faculty, but administratively… food kitchens where students who might be experiencing difficulties being able to purchase food, where they can go and get items that they need. Things like professional development workshops on campus. So students who are the first in their families to be graduating college might be the first in their families to be going for these professional level careers. Do they know how to choose a suit that fits? That might sound real simple to some people, like, “Yeah, you don’t want gapping around the pockets, and the shirt has to fall in a certain way.” But if this isn’t your family, you have no idea, and it can be very intimidating to ask for help. So does the campus offer those kinds of services? If they offer professional level clothing, do they offer the other part of it that maybe shows students these other skills that we take for granted as everybody having, but that a lot of students might not have, and so being able to access that, and in a way that doesn’t call them out, that doesn’t act as if it’s charity, but instead, this is part of the experience, and everyone should have it.

Rebecca: Really appreciate, as a designer, you talking about the difference between designing for equity in the s tart versus retrofitting something that was definitely not designed with equity in mind at the back end, right? Those experiences are different, our ability to create equitable experiences are actually quite different under those different circumstances. One of the things that you were just talking about points to the need that faculty have to understand some of the other systems that exist that are outside of the curriculum or outside of their subject matter, like the timing of when grants might be available, or how financial aid works,[LAUGHTER] because those actually have significant impact on the experiences of students at our institutions, and we can make design choices that think about some of those things that are in place, that maybe aren’t as easy to change, or they certainly aren’t going to change at the same speed [LAUGHTER] that we can adapt or adjust a class. I really appreciate that thought. Can you talk a little bit more about, maybe the responsibility faculty might want to take for better understanding some of these other systems, so that they can account for things like this?

Roberta: So it’s a hard balance, right? Because, on the one hand, and this is something I’m very cognizant of, I have curriculum that I have to teach, and I have to make sure that I deliver it accurately and responsibly. It’s easy to get lost in that and we have all of these other pressures. Because teaching alone isn’t it. There’s teaching, there’s service, there’s scholarship, and there’s conferences, and sometimes you get to the end of the day and spend 13 hours, and you know that there’s more [LAUGHTER] for the next day. So I think part of this is not so much adding to the plate, but instead shifting. And I’ve been hearing about the use of the language of shifting. How are we just going to shift over rather than asking faculty to have these extra heavy loads when there’s already so much on the plate? And I think that part of that can be done using mechanisms that we already have. So things like academic affairs retreats, professional development workshops that our campuses offer, even when we go to conferences or things like that. But having people, instead of saying, “Here’s a list of things you have to put on your syllabus,” and then moving on, having opportunities for, for instance, financial aid to come in and meet with faculty, and maybe it’s more of there’s a lot of us, [LAUGHTER] there’s few of them, there’s more of us. So having them come to like department meetings and actually walking us through when certain things will hit and when they don’t. I know about, for instance, a grant for books, because my first semester on campus, students told me about it. Before that, and I know we’re not supposed to do this, but I would just say, “You need a copy of the reading? Here’s my book. Do what you need to do. Just give me the book back before class, so that I have time to prepare.” And you know, they’d be photocopying or taking photos with their phones. But then they told me about this grant, and I was like, “Well, that’s essential to know.” [LAUGHTER] If you can’t buy the book, you can’t buy the book. So then looking at library resources, showing them how to get access to books from interlibrary loan if they’re like, “I genuinely cannot afford this book.” What can you get through Interlibrary Loan? What sort of resources do we have? So having workshops like that with faculty can be very helpful, but it has to be timed. So, you know, we have due dates as well. So having syllabi available by a certain date means that we have to be thinking about spring semester like the year before. So it’s about finding those timings that work with faculty schedules and requirements from the campus itself, and offering those and also, I think the importance of professional development time for faculty, I think across the nation, is kind of hard to find time for right now, but it’s a necessity. If we can sit down and say, “Okay, here are the actual skills that I want them to have? What are the variety of fun things that go along with those?” If I want them to be considering how to find an argument in a poem, I am not a technology person, so bear with me, can I have them distill it down to a meme? (I just learned about memes not too long ago.) And then, “How do I get them to work with that?” So this is using their own sensibilities, drawing from their own cultural knowledges, their own backgrounds, thinking through what sort of resources they have available to them. They’re still going to know how to be able to distill an argument. They’re still going to be able to identify and articulate what is it this person wants me to get and how are they trying to persuade me, but doing so in a manner that allows them to cultivate their own knowledges and not saying, “Well, this is the only way to do it. This is the only option that we have.” But instead offering these varieties. Now, as an English professor, I am always going to end up coming back to the written word, and that’s okay, there’s nothing wrong with that. But what are the flexibilities that are available around that? That students can engage? What different angles can we offer for students to come into the conversation from, while still holding standards and working with students to find that they are very capable of achieving these things? I’m thinking of the book, Nuyorganics, and it’s this brilliant book… it came out a few years back… but about having students cultivate their cultural knowledges and organic intellectualism, combining that to create different types of assignments in the classroom that then move forward. But we need time to be able to do this. And so, in a perfect world, we would have time to do it. So maybe this is something then, that individual departments can start thinking through. If this matters to us, if it’s not a token gesture that we want academic excellence for all, let’s create times and some of the stuff that’s mandatory, like meetings or whatever the case may be, where everybody gets together and actually have somebody come in as a guest and speak to us about some of the things that they’re doing that work, or maybe some processes for finding things that might work for them. I think key to this all too, though, is that it’s not about not making standards or things for students, but instead helping them cultivate the very real skills that they need for success. And that’s part of the conversation too and I think going back to the question about students finding ways to make it through college versus some who are not, this is part of that whole complex system. What resources do they have, and do they know how to, from their own lens and from their own styles, engage these? That there isn’t just one way of going about things or one way of doing it that’s correct, but all these varieties that are available to them.

John: As Rebecca noted, we’re lucky to live in a state where there is still support for diversity, equity, and inclusion initiatives and attempts to try to make things work better for all students, but we do see a number of states that are imposing some really serious restrictions on what people are allowed to teach. They’re redefining our history, redefining science, and limiting what can be talked about in terms of many issues. What advice would you give to faculty who are trying to help students in that environment?

Roberta: I think the first thing would be, know the law and not the law as you’re being told it’s the law, but what is the actual letter of the law. If you know the letter of the law, if you know what it actually says, and you have a cohort of people that similarly know what it actually says, you can make decisions about your response rather than being caught in the moment and having to react. And I think that one struggle people are having is that they’re being put into situations where they’re having to react on the spot. And it’s not that their reactions are bad. They’re human, and what they’re responding to [LAUGHTER] in many cases just doesn’t make sense. I will give them that. But we also have to acknowledge that the paradigm has shifted, and we cannot respond the way that we thought it worked when it’s already shifted. We have to know what’s happening now and what is our relationship to that. I heard a statistic recently about people’s desire for their children to go to college and get degrees, and, you know, it’s lower than it was 20 years ago. That’s about faith in education and faith in the learning process, and in states where people seem to be vilified for wanting to give education books, being thrown away, it’s hard to maintain faith in the very things that we know in our core are right, which is that you don’t discriminate against people because of their race, their ethnicity, their socioeconomic backgrounds, their gender, their sexuality, and disability. And we’re thinking about different ways of knowing. We know this. And I think sometimes the small group of people that are shouting the loudest seem to be the ones that make up the majority, and they don’t. We’re seeing pushes against restriction of political thought. We’re seeing pushes that are being successful, against the attempt to restrict access of education to certain communities. The momentum has to maintain though, we can’t back down from it, and we have to also remember that we need to remind people we are supporting them, that we are here for them, that we will do what we can to support them, that we have not given up the fight, right? It’s not a death knell. It is a call to arms, and we are ready. We might need breaks. [LAUGHTER] Some of us might need to rest every now and again, and that’s totally fine, but we don’t give up. We keep going, and we will continue to be supportive.

John: In line with what you’ve just suggested, back in 1853, Theodore Parker said that “The arc of the moral universe is long, but it bends towards justice.” And this is a quote that was frequently repeated by both Martin Luther King and by President Obama. Do you think we’re going to get back on a better path in the near future?

Roberta: There’s a quote from a book called King Solomon’s Mines, British fiction from I guess a century almost now, ago. And the book is very problematic, but there’s a line in it that goes, “Where there is life, there is hope.” And as much as the book is super messed up, and I’m not advocating anyone read it, I take great comfort in that, that we always have the ability to move forward, that if there is life anywhere, that we can always continue to cultivate the best parts of ourselves to make the world a better place and I think for a long time, we haven’t necessarily been encouraged to cultivate those best parts of ourselves, when you turn on the media, when you turn on the television, whatever it might be, seeing people screaming at each other, seeing people waving flags in each other’s faces, on both sides. And we think about like the polarization of the United States, this has gone on, you know, it’s older than me. But that doesn’t mean there aren’t those of us who really believe in education. That really believe in the ability to learn and grow and find those better parts of ourselves and be open to change. And change is not easy, change is difficult. It hurts. When we grow, we go through growth spurts and our bodies hurt. We grow teeth and our gums hurt, but it’s okay, because on the other side of that, growth is something very real. And right now, we are in a space of growth, and I turn to Gloria Anzaldúa here, because I think about the path to “conocimiento,” which means the path to coming to consciousness. And it goes up, it goes down, it goes left, it goes right, it spirals, and sometimes you think you’ve got it, and nope, you’re right at the beginning again. But if you can engage the process, you will start coming into these movements of complexity and being able to figure out new realities for yourself. I do think that things will get better. I don’t know how long it will take. I would like to say tomorrow, and maybe for some of us it will be, apparently, the planets just realigned themselves last week, and I take great hope in that. [LAUGHTER] But genuinely, I do think that there is hope for the future. When I hear some of the things that my students talk about… I just went through midterms, and seeing some of these midterms just renews your faith in everything, because you’re like, “Thank you. Thank you for believing you could do something that was different. Thank you for trusting the process and yourself enough to engage in this, even if it was new and scary and different.” It’s okay to cultivate those parts of their imaginations and creativity in combination with critical thinking. I think one of the major attacks right now is on critical thinking skills. We don’t give up on those. We hunker down with them. That might make us dangerous, but it also means that we know how to ask good questions, and it’s going to be those people who are able to ask good questions that are going to lead us into the future. I think about Brenda Marie Osbey. She was the poet laureate of Louisiana a few years back, and I got to meet her one time, and she said, “the job of the artist isn’t to answer the question. The job of the artist is to ask them and then to follow these questions through all of their different pathways and find all these nuances and things that we weren’t thinking about or things that we weren’t considering and bringing those to light.” Yeah, that’s it, that ability to think, the ability to create, the ability to continue moving. We do have a lot of pain that we haven’t dealt with, centuries in the making that we do have to deal with, and maybe that’s part of why we’re in this moment now. But that doesn’t mean we can’t come out the other side of it. We just have to have faith that there is another side of it, and I genuinely believe there is.

Rebecca: Given that John has already asked about your crystal ball. I’ll ask a follow up. We always end by asking, what’s next? It could be personally, professionally, the book, any way you want to spin it.

Roberta: So I have a book chapter coming out in a collection called ¿Y Yo También?, and it’s about Latinas and the Me Too movement. And it’s got creative pieces in it, it’s got scholarly works in it, but it’s designed so that anyone can read it, which is awesome, because sometimes we have these very jargon laden conversations about people’s very real experiences that can make it hard for everyone to join in the conversation. So I love this book. It’s coming out with Rutgers University Press this coming fall. The faculty member is in New York, her name is Melissa, and again, coming out this fall. I have a second monograph that I just finished called, But is it sexy? that looks at representation of eroticism in Puerto Rican women’s literature, which was incredible to get to research and write and I’m looking forward to that. Moving forward, I’m going to be presenting at NADOHE, which is the National Association of Diversity Officers in Higher Ed at the end of March. And then next spring, I get to teach poetry, which I’m excited about. And then this semester, I have two more guest artists coming as part of a larger series. Denise Chávez will be joining us, as well as Melissa Rivero at the end of the semester. So these are all major moments of excitement, and I very much look forward to.

John: Well, thank you. It was great talking to you, and I hope your book makes an impact on people.

Roberta: Thank you. Thank you very much.

Rebecca: Yeah, thank you for all your work.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

John: Editing assistance provided by Madison Lee.

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435. Insights From The Field

This podcast is a recording of a panel session featuring three online learning leaders, that was presented at the SUNY Online Learning Summit on Wednesday, February 25, 2026. The panelists are Yakut Gazi, Marina Amini, and Van Davis. Yakut is the Vice Provost for Learning Innovation and Digital Education at Duke University. Marina is the Executive Director of the California Virtual Campus, and Van is the Executive Director of WCET and the Vice President of Digital Learning at WICHE.

Show Notes

Transcript

John: Today’s Tea for Teaching podcast is a recording of a panel session, featuring three online learning leaders, that was presented at the SUNY Online Learning Summit on Wednesday, February 25, 2026.

[MUSIC]

John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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John: Welcome to: “Insights from the Field,” a special Tea for Teaching podcast on policy, data, and inclusive collaboration. I’m John Kane, an economist and the director of the Center for Excellence in Learning and Teaching at the State University of New York at Oswego.

Rebecca: I’m Rebecca Mushtare, a designer and the Deputy Dean of Graduate Studies at SUNY Oswego. We’re the hosts of the Tea for Teaching podcast and the moderators for this session. Our guests today are Yakut Gazi, Marina Amini, and Van Davis. Yakut is the Vice Provost for Learning Innovation and Digital Education at Duke University. Marina is the Executive Director of the California Virtual Campus, and Van is the Executive Director of WCET and the Vice President of Digital Learning at WICHE. Welcome Yakut, Marina, and Van.

John: Today’s teas are: …and we’ll start with Yakut.

Yakut: So I’m Turkish originally, and Turkish tea is the big thing. We always have Turkish tea brewing in our houses. So that’s my tea.

John: Very good. And Marina?

Marina: And I’m from Afghanistan originally, so I’m drinking green tea with cardamom.

John: Excellent. And Van?

Van: Well, I’ve already switched over to water today, but my favorite tea is lapsang souchong. I love a nice smoked tea.

John: I do too. I have to keep it separate from my others so they don’t all become smoked flavored tea, but it’s a very nice flavor. And Rebecca?

Rebecca: I have a Pekoe tea, Edinburgh’s Gin Tea and Roses today.

John: And in honor of this recording time in January in upstate New York, I am drinking a spring cherry green tea, [LAUGHTER]…looking forward to somewhat warmer and less snowy weather. So we’ve invited you here today to discuss the future of online education. We’ve seen rapid proliferation and evolution in generative AI platforms since they were publicly introduced just a little over three years ago, leading to concerns about the integrity of online assessments, especially recently given the development and use of AI agents. How should online learning leaders address the risks that this poses to the perceived value of online courses and degrees?

Rebecca: Yakut?

Yakut: It is true that advances in AI created risk for the way traditional education is delivered, and also assessed. The concern about AI undermining validity isn’t unique to online education, though, it affects all of higher education. If you remember, COVID has created a pedagogical emergency. Generative AI created a new one, but I’m not sure if you’re treating it the way it needs to be treated like we treated in the COVID period as an emergency. Online learners, I think, may be actually better positioned to respond, because we have already been engaging in academic innovation and advocating for active learning and authentic assessment for many years. So this may be an opportunity to implement better approaches in a full-scale manner, where the focus becomes the process of learning rather than the product of learning, because that now can be created through the use of AI, and it’s actually being done in all of our classrooms, whether or not we like it. So we, as the learning leaders, need to push the conversation from preventing AI use to designing learning experiences where the use of AI is transparent, ethical, and skill building. So this means creating policies that allow for AI use, like when and how, rather than ban AI use, and also focusing on authentic assessments, project-based work, reflective practice, collaboration, things that AI can support but cannot replace. But I think the challenge is not necessarily modality, like online as a modality is a challenge. We know how to do these things. The challenge is doing these pedagogically sound things at scale. In my mind, this is a moment that poses a risk for online education at scale, more than online education broadly. But then for us to implement this approach where focus is not on the outcomes but the process, we have to work with employers, we have to be able to articulate our competencies to employers that AI is not a threat to credibility, it’s the part of our formula in higher education and how we how we train people. For example, imagine every course in our institutions have an opportunity for hands-on authentic learning, where at the end there is a skill that’s visible to future employers. There are 8.2 million learners in higher education who wants an internship, but only 3.6 million of those get one. There’s a huge gap already, so hands-on internship opportunities during our course of higher education should not be for those who want it, or it should not be postponed to last year of education. It should be an integrated part of the equation. These are, to me, pedagogically possible, but the challenge is to be able to figure out the logistics and systems to do this at scale.

Marina: So we are talking a little bit about the word academic integrity. You know that really resonated from your description, John, and I’m from the California Virtual Campus, which represents the California Community Colleges. We’re 116 colleges serving about 2.2 million students, and this is an issue that we’ve been grappling with around academic integrity, especially with agentic AI. And just to kind of put it in perspective of what do we mean by agentic AI? Because I think it could have a couple of different definitions. When I’m talking about agentic AI, I’m talking about these autonomous agents that can go and log on into an LMS, a learning management system on behalf of a student, scan for assessments or assignments or discussion posts to complete them and submit them on behalf of the student within seconds. And we already have analytics in our learning management system that indicate that a student can go in, and has gone in, because we have the data and completed a 50-item quiz, short answer quiz, not multiple choice, and submitted it within about four seconds, so we know that the student is not searching for these as prompts on like ChatGPT, because that would actually involve some interactivity with the student. They’re actually having an agent go in and submit it on behalf of themselves. That’s a very big concern that we take very, very seriously. Obviously, the consequence is that our degrees and our programs and our transcripts will lose its value and that they will become meaningless. And so I think it’s similar in the case of being like other crises, like COVID 19, for example, but it’s also uniquely alarming in kind of the destruction that it can have on the value of our grades and our courses and our programs. And the question of, “How do we address the concern?” I think we do handle it in the way that we handle these other risks. We have to be deeply engaging with our faculty. We have to pull together our technology partners. And I think a mistake or a pitfall of this can be if technology says, “Well, the solution lies only in faculty changing the way they assess, adopting project-based learning or authentic assessments.” And if faculty turn around and say, “Well, the problem can only be solved technically if we create some kind of barrier or blocker for these agentic browsers.” And I think those are both equally flawed in terms of its approach, because we’re expecting the answer or the solution to be around the silver bullet, when in actuality, I think the solution lies in a deep partnership where we sit down with each other, with our partners, we look at both programmatic and technical solutions to making sure that the academic integrity of our institutions remains intact.

Rebecca: AI enables more efficient adaptive learning and provides increasingly personalized pathways in support of student success. How do we strike a balance between personalized learning and the formation of human connections essential to creating a sense of belonging? You want to start, Van?

Van: Sure. So this year marks my 30th anniversary of being in higher education, and I started my career as a faculty member, I spent a decade in the classroom as a history professor. And one of the things that I learned very quickly during that time is whether I wanted to or not, you end up teaching to the middle. You run the risk of losing the students that are ahead. You run the risk of losing the students that, for whatever reason, are behind. As much as I wanted to personalize learning, I couldn’t do that, at least not at scale. I think that AI does give us the opportunity eventually to be able to personalize at scale. That does not mean that the human piece loses out. In fact, that human piece, I think, becomes even more critical. We know that relationships matter. We know that, beyond a shadow of a doubt, a student can succeed when they have a relationship with somebody on that campus, ideally, their professor. I’m a big fan of Parker Palmer’s work, and specifically, I’m a really big fan of To Know As We Are Known. And if you’re familiar with it, Palmer talks about relational epistemology, which is really just a fancy way of saying that, at the end of the day, what matters is a faculty member’s ability to create a relation with a student, and for students to create relations with each other, and that is the moment at which learning takes place, not the transmission of knowledge, but real learning takes place in the midst of those relationships, and a skilled faculty member turns the classroom into an opportunity to develop relationships and for people to co-create knowledge together. I don’t think AI changes our ability to do that. I don’t think it takes away our ability to do that. I think what AI may be able to do is to take some of the burden off of faculty when it comes to trying to personalize learning, so that faculty can focus on what a human does best and what faculty do best. And that’s the creation of relationships, and that’s where I think the true learning takes place. And I have to say, when I was a faculty member, that was the piece that excited me the most, and probably the piece that, unfortunately, I got to do the least.

Yakut: If I can jump in here, plus one to everything Van said, I mean, so insightful, and I’m not going to repeat because that’s exactly where I was going. But one thing that, when I was listening to you Van, I was reminded of the statistics. Khan Academy’s, Khanmigo, last year, they published their self-efficacy study results within the school districts that they worked with. If you’re familiar, Khanmigo is basically personalized learning using AI. Within the school districts that they worked with, where the tool was available to all teachers and all students at no cost, only 9% of students, 0, it’s not 19%, it’s not 90%. 9% of students used the tool to the level that Kahn Academy deemed standard use, which is two hours a week. So where I’m going with this is provision of the technology, provision of the platform or the tool, does not necessarily lead to the opportunity to learn. So we think these technologies are going to make these available for everybody, which they will, but then there is still a missing piece that makes the student use the technology to learn, and that’s, I think, the inspiration to learn, and that’s the human thing. So as Van mentioned, it takes a faculty member or a parent or an uncle somewhere to inspire people to do something. So if we relieve people of the busy work that takes place to prepare for teaching, or actual teaching in the classroom, we may give them time to actually do this human element of inspiring to learn. And I think the two are hand in hand.

Rebecca: So Marina was kind of hinting at some of the data that’s available in our LMSs. And one thing that online learning leaders increasingly rely on is this use of data analytics, based on institutional and LMS data, which provides more information on student learning practice. AI tools allow for more efficient analysis of this data. So how can this data be leveraged to improve the online learning ecosystem? This could be faculty workload, course offerings, student engagement, and anything else that you can imagine.

Yakut: There are a few things I can mention. First, predictive analytics for early intervention, identifying student interest much earlier, not just those who are failing, but those disengaging. And there was an example about this earlier, struggling with specific concepts and provide targeted support before they fall behind. We have been pursuing these kinds of systems for a long time. I have 32 years in this profession now, and probably half of it was all about predictive analytics. The challenge has been the siloed nature of our data systems at our institutions that create only a partial picture of student success, unless you invest in data lakes, integrated data solutions and whatnot. And then there’s also the governance issue around data. AI can create a leapfrogging effect here. An ability to do this predictive work can also reduce faculty workload. This way, the human is in the loop and is the one doing the empathetic work and empathetic outreach, asking, rather than finding out who needs this kind of outreach, doing the work of outreach, saying, “Are you okay?” Apparently it’s one of the most powerful things you can reach out to students about, are you okay? The heavy lifting is done elsewhere, and then we become more human. Another example could be curriculum optimization. By analyzing patterns across courses, we can identify where students consistently struggle, what courses are synergetic to take together, for example, what courses are toxic to take together and then provide information to both faculty and students around those. Where are the gaps that exist in our program pathways? So if there are skills that are needed, and then that analysis of curriculum and skills matching can be done by AI, and then this can impact our course redesign and sequencing decisions. And also our institutions can allocate resources a little bit more effectively. Analytics can help us understand the actual demand patterns, optimal cohort sizes. We usually say, “Oh, 30 students,” but then we don’t really base it on I mean, it’s a habit that’s telling us about the cohort size to be. It may be classroom size. We can actually do deeper analyses, especially when we’re facing enrollment pressures and financial pressures. But I have to also emphasize two things here. One, this data should inform our decisions, so it’s data-informed decisions, not even data driven, because sometimes we may have to make decisions that go against data, it can be political, it can be governance reasons. We need governance structures that will take this data and generate insights from it, and then transparent communications with students about how their data is used. And this is crucially important. We need to democratize this data and allow students to have access to it, along with institutional access or faculty access. So transparency, ethical use, shared governance around analytics are very important as we become more excited about AI’s potentials in this analytics stage.

Marina: I love all of those things around predictive analytics, early intervention, and then optimization as well. So I’ll just try to add to that conversation a little bit. I’m really interested in how we’re serving our students in online modalities, and who it is that’s succeeding in those courses, because I think we know that traditional education has served a certain group and demographic and gender over time, and only in recent years are we sort of aware of some of the biases in the design of our curriculum and our courses that serve certain people, and how can we analyze our data more efficiently to address what exactly is it that we’re doing that’s helping some students fail and helping some students succeed? And I’m saying that intentionally, because I think we are agents of that success and failure in many ways, as our institutions are structured, and so I’m very interested in sort of decolonizing online education through the use of data analytics and institutional research is notoriously slow. You have to wait a year to get your IR office to work on some data set. It’s a lot of intensive, hard work, and then a year later, you get this sort of lagging indicator of, like, well, like two years ago, this was the thing, and it’s not even relevant now, or things have changed. So I’m excited that AI and data visualization and optimization can allow us to have this in a more timely manner, like just-in-time data. It can help faculty to realize how their own strategies are impacting certain students, well or not well, and then make those changes immediately. If I have an AI coach in my class and it’s telling me that they have identified, I have six African American students, but one of my strategies is unintentionally impacting them in a negative manner, I want to know that now. I want to know what it is that I’m doing in a private message from my AI assistant, [LAUGHTER] and I want to rectify that and immediately change. So that’s the kind of agility that we currently lack in education and in research that I’m very, very excited about: bringing in AI to help with that sort of private, supportive coaching done in the privacy of my own course from a desire to want to improve and serve all of my students.

John: Now, you’ve talked a little bit about some of the benefits, or some of the cost first, and now some of the potential benefits that we have from using AI. How do you see online learning changing in response to AI? And we’ll start with Marina.

Marina: Yeah, so I just want to say it’s really hard to follow up with all the positive, I think benefits that AI can bring that Van and Yakut have brought up, and I 100% agree with those. So I don’t always want to be the downer [LAUGHTER] in this podcast, but if I had a crystal ball and kind of playing on the previous question that you asked, John, around academic integrity, assuming that that is a problem that we’re not going to be able to immediately solve, either programmatically or technically, one of the concerns that I have is that it will affect a specific kind of online learning, which would be fully asynchronous online courses. The ones where they don’t have any set live meetings, I think people will be most critical of those kind of modalities. And so if I have a crystal ball to look at, I suspect that we’ll be bringing back more hybrid forms of online education to replace more asynchronous forms, because of the concern around academic integrity. That’s my crystal ball. What does that mean? Well, it could mean that hybrid, maybe half the courses meetings will be in person, half online, or it could be that there’ll be more proctored assessment, either online proctoring solutions with some of the main vendors that you may have heard of, or in person. So we would need some kind of proctoring network, or some way to address that concern. So I think as a stop gap measure until we kind of come to terms with the academic integrity piece, I see some of that changing. That being said, I do want to sort of add to the good elements that you know Van and Yakut are bringing up, because I think AI can help humans be more human in some ways. I have not been in the classroom for a number of years, but I did teach online for a long time, and I would love to go into my learning management system, and my AI assistant pops up and says, “Hey, Johnny has not interacted with you or any other students for eight days. You might want to check on him to make sure he’s engaged.” Or my assistant tells me, “Hey, you interacted with these 10 students in the discussions this week. You might want to answer posts from these 10 on the public posts” and things like that that help me to be more human, that help me to be more equitable in terms of how I interface and touch my students online, I think that could be a really amazing use of AI, and I don’t think we’ve really realized the true potential of that.

Van: And if I could jump in, I agree with everything that Marina said. My fear, though, is exactly what her crystal ball says, and that is that asynchronous, online education may become more difficult, or will face additional scrutiny, because we already know that we’re highly scrutinized, but we also know that online, asynchronous education plays a critical role in access for a certain student population, and I would hate to see those students, particularly adult learners, or learners who are working or have caregiving responsibilities, lose those opportunities. I think that the main thing that AI is going to do for online education is, I do think it’s going to force us to rethink our pedagogical practices. And I think that we are probably going to need to think about, how do we do alternative forms of assessment, and how do we move from assessing knowledge to assessing abilities and skills. I said that I started my career as a historian. When I took my PhD history exams back in the 1990s so back in the last century. When I took those exams, I sat in my office with my laptop and had no ability to consult any sort of document. It was purely from memory. It was eight hours of answering questions from memory. The reality is, though, that whenever I got into a classroom to teach, I never created a lecture, I never created an assignment, I never created a test without pulling a textbook down or pulling some sort of reference manual down and looking at it. What I did in terms of my teaching was completely disconnected with the way that my graduate program, which came from an R1 institution, assessed me. And so I do think that one of the things I hope AI is going to push us to do is to really rethink our assessment practices so that they are more in line with the reality of our students after they leave our classrooms. And that’s not unique to online education. I think that that type of shift in pedagogical practices really needs to happen across the board if we want our students to truly be prepared for the world that they’re going into after they leave us.

Yakut: Can I quickly add two things that we’re seeing actually happening in terms of change in online, and that’s in the design process. Those of you who are designing online courses will know that one of the first friction points is when we ask faculty to write learning objectives, because they’re not used to thinking about the end in mind, right? They’re used to thinking about, “This is the content I’m going to teach.” So that friction is reduced by use of AI, because you’re easily creating a set of objectives, reiterating from that. And then the other aspect is video production process. You can now ask a faculty member to say something for three minutes, and then you can make that faculty member say anything in any language. Now it may look fake, but it’s going to get better, right? So the video production process and instructional design process are immediately impacted by the use of AI, and it’s going to impact those professions, so we need to do something about it, but I think it’s making our institutions a little bit more agile in terms of updating courses, but also creating new courses based on the input from the market. I also see in larger, better adoption of open source content, because open OERs are problematic because faculty do not have the time to go and research, curate, adopt OERs. AI is proving useful in that process too, going and researching and bringing you things to review and curate. So I think there are immediate gains there as well.

John: Moving to a somewhat different topic, federal regulations and political shifts, of which we’ve seen an awful lot in the last year or so, can create uncertainty. And we’ve seen a flurry of executive orders designed to dismantle long established higher ed priorities concerning equitable and inclusive education, while also restricting financial support. What advice do you have for leaders trying to stay agile and innovative in this evolving and somewhat seemingly random political environment while maintaining compliance with federal regulations in areas such as accessibility and SARA and any other area that may pop up?

Van: Well, if you don’t mind, I’ll start. Given what we do at WCET, if you’re familiar with WCET, we really function at the intersection of policy and practice of digital learning, and we spend a lot of time monitoring what’s going on, particularly in Washington D.C., at the federal level, at the Department of Education, and increasingly in the executive Oval Office, and translating that to the field, in terms of what that means. It’s not lost on me that before I joined the webinar this afternoon, I was watching several of my colleagues respond in real time to the negotiated rule making that’s taking place in Washington DC right now around things like accountability measures, new accountability measures around student loan limits. So it really is a dynamic environment that we’re in. I think that there are ways that AI can help us navigate this, actually. So, one of the things that I played around with, I spoke to a group of SARA administrators, that’s the State Authorization Reciprocity Agreement. I spoke to a group of SARA administrators this summer at their annual meeting, specifically about AI. And one of the things that I played around with was taking the SARA policy manual, pointing Perplexity to that manual, and then asking it specifically to create a synthesis of the regulations in that manual, and then asking it to go out and pull out the contact information for each state SPE that’s the State portal entity, that’s the primary SARA person in each state, and to provide me with a table of who those individuals were and what their contact information was. This is something that it would take somebody hours, if not days, to do, I got this back in two minutes. So I do think that there are ways that AI can be used to help us navigate the policy landscape more quickly than what we have been able to do in the past, and to democratize that so that everyone has the ability now to understand these regulations, rather than just a few people at each campus. We are going to have to remain vigilant. We are going to have to make sure that we follow what is happening, particularly in Washington D.C. I will tell you that this Department of Education is very bullish on AI. They are particularly interested in finding ways that it can be used in the educational process. Having said that, they have done very little, though, in providing regulatory guidance. So, my advice is to monitor, to lean on organizations like WCET that are monitoring this for you, to not be afraid to experiment with it. And then I would say this, regardless of the technology: start small and fail, and learn from your failures, and don’t be afraid to fail. And I think that that last piece is really critical, it’s critical with any technology, but I think it’s especially critical with AI, because the only way we’re going to be able to figure out how to best leverage this is if we experiment with it, and if we experiment with it, we have to accept the fact that we’re going to fail sometimes, and we can learn from those failures. That’s scary in higher education, we’re taught not to fail in higher education, and I think that we’re going to have to shift our mindset so that we really are embracing a growth mindset, to borrow Carol Dweck’s framework, if we’re going to be able to remain agile, but also be very innovative, and leverage AI to the ability that we are able to.

Yakut: So Van has been doing this for such a long time, I don’t know if I can add anything except for a plus one to everything that he said. Maybe one thing that I can add is agility does not mean reacting to every political signal. Staying grounded in institutional values and your personal values, and then building flexible implementation strategies. So our commitment to accessible, inclusive, high quality education, and student success doesn’t change how we articulate and implement that work may shift because of what’s happening around us, and the importance of being connected to networks like WCET, UPCEA and learning from these state compacts and peer networks is extremely invaluable. There may be institutions out there without enough resources to allow their people to be connected to those networks. So maybe this is the time to urge these professional networks to be a little bit more lenient and allow, for example, I’m just making this up, I just thought of this while I was listening to Van, what would it be like if professional organizations allowed 5% of an institution’s size to be peers like gift memberships? So the institution X, a regional university, may not have the resources to become a member, but it is so important for all of us to be successful at this point in time. Maybe, you know, my institution can gift a 5% of our size to that institution, so like sister institution kind of thing. And very important to document your decision-making processes at your institution, how you’re interpreting regulations, documented, so that you have both accessibility to that information but also accountability. It protects your institution. It demonstrates good faith effort and legal counsel and government relations are your friends in this uncertain political environment, and proactive communication with them is very important.

Rebecca: In states with multiple public colleges such as the SUNY system, each campus is, to some extent, competing with other campuses in offering online degrees. What mix of cooperation and competition is optimal in such environments?

Marina: I can talk a little bit about the California Virtual Campus because the California Community Colleges are very similar to SUNY in terms of just being a big ship to steer. A lot of you know, local decisions, some centralization, and people are always, I think, generally speaking, a little bit threatened by the centralized stuff. When the California Virtual Campus first rolled out, gosh, 10 plus years ago, and we talked about course sharing, there was immediately sort of concerns around, “Are we going to be cannibalizing our enrollment?” We love the word cannibalizing, I don’t know why in education [LAUGHTER], but immediately it’s like, “oh my god, we’re going to lose enrollment. This is going to be terrible for us. The Big Brother is going to take over our curriculum and tell us what to do.” There’s all of these anxieties that come out from administrators, from faculty, from different leaders, and so I think to put that in a different perspective, has been really hard, because you’re fighting against that cultural anxiety that we have around being an independent institution. So when do you hear and when are you independent? What I’ve tried to do with the CBC and our system is to have some very honest conversations around “what exactly is your concern? Is that concern an institution centered concern, or an enrollment concern, or a funding concern, and how does that then relate to your learners?” Really shifting the conversation from, “we’re worried about how we do things to what’s the best-case scenario for our students? Do they have the options that they need? Do they have the access that we need? Are we really leveraging our collective power in a way that benefits the learners in the most compelling and powerful way?” That’s sort of the question that I’ve had to ask, and it took about 10 years [LAUGHTER] for California Community Colleges to get on board with course sharing, and now it’s a big success. We share professional development, we’re sharing financial aid, we’re sharing transcripts, things that people have held on to so closely, of like, “No, this is our school. This is our university.” And I think this idea is very outdated now, thankfully. And the future really is less institutions, especially smaller institutions, rural, under-resourced institutions trying to be everything for their students, trying to give them every class that they need for every program, and meeting every need. That’s exhausting, and what we’re finding is courses are being discontinued, faculty are, in some cases, unfortunately, losing their work, especially part-time faculty and adjunct faculty, programs are being discontinued, and in some cases, entire institutions are being shut down and absorbed by other institutions, or just not being absorbed at all. And so to avoid this, I think, unfortunate, outdated approach, we have to pull together, we have to pool our resources, and we have to put aside our institutional egos and really realize that there’s a lot of strength in our collective power and when we come together. I can give some examples later but one thing that we’re doing in the California Community Colleges, which is really exciting, is several of our rural colleges, which, again are tiny, they don’t have a lot of staff, they don’t have a lot of programs or money. They’re pulling together to create fully online associate degrees. So by themselves, they would never be able to meet all the requirements to offer those degrees online, but collectively they are, so it’s benefiting their programs, they’re able to grow their enrollment, and it’s benefiting a large swath of their students as well. So that’s the kind of thing that I think doesn’t have to be competitive, but they can actually be mutually beneficial for students and institutions.

Van: So you know, the “C” in WCET stands for cooperative. We’re the WICHE Cooperative for Educational Technology. So we take this idea of collaboration and cooperation really seriously. And I think just plus one to everything that Marina said, it’s always hard to follow Marina whenever I’m on a panel. I think that course sharing was a great example. It’s also oftentimes a really scary example for faculty, especially. What I wish that I would hear more about is the way in which institutions begin to share administrative burden. And I think that maybe, if there’s a thin end of the wedge that can maybe help an institution eventually get to that course sharing, It’s to have that conversation about, “Are there administrative functions that can be done better collectively than individually? And what are those?” And maybe the easiest thing to do to start with is an arrangement where you are jointly purchasing services. We know that folks are able to get better deals whenever they go in with multiple institutions than whenever they go in with individual institutions. At an earlier point in my career, I was in charge of online education in the state of Texas, and the legislature asked me to determine what each institution in the state of Texas was paying for its learning management system, and I learned very quickly that A) I didn’t have access to that information because there were non-disclosure agreements, and B) there were non-disclosure agreements because what institutions were paying for the same learning management system were vastly different. And so I do think that one of the things that institutions can immediately do, that isn’t scary, is to create those purchasing co-ops and to look at what administrative functions can you share. And then, by all means, move as fast as you can towards course sharing, because I think that Marina is absolutely right when we think about what is in the best interest of our learners, course sharing is oftentimes in the best interest of our learners. It gives them access to a larger number of classes, it gives them access to a larger number of opportunities to progress in their academic career and move towards that credential that they’re seeking, and it allows institutions to specialize. As a recovering historian, as much as I would love to see every institution offer a history major, the reality is every institution probably doesn’t need to offer an online history major. So think about what is it that your institution can do that is unique to you, that you can double down on and do well, and then begin to share that with other people and with other institutions. And I think that will help us greatly in terms of being able to really move towards what our learners need, rather than just what’s going to be in benefit of us. And the last thing I would say is not only think about, are there programs you can specialize in, but think about, are there student populations that you can specialize in? You know, maybe you have an institution that is particularly good working with English language learners. Not every institution is going to have that level of expertise. And so maybe think as well about, in addition to the programs that you may have some specialization in, are there learner populations that you know that you are doing a good job of meeting their needs, and you can help other institutions do that as well.

John: Institutions vary quite a bit in terms of their size, their funding, how well established online programs are. What strategies can leaders at small or resource-constrained colleges use to develop sustainable online learning practices despite often limited staffing and infrastructure, or in environments where faculty are experiencing burnout or there’s some form of organizational resistance to change?

Yakut: Well let me jump in, and I think there are quite a few parallels between this question and the previous question that was asked. 15 years ago, I was at a regional university in Texas, and in fact, I know Van from those days. In a matter of three years, this was a new institution, we rolled out 13 online programs. It was amazing. There were not a lot of resources, brand new university, faculty resources are scarce. I was a team of one. So fast forward to today. This would not be possible. One, the market is so saturated with degrees, you don’t have the competitive advantage anymore. And two, the resources are even reduced compared to 15 years ago. So in places where resource-constrained or smaller institutions, sustainability of effort comes from focus. So, not trying to do everything like, “Oh, let’s just roll out an online program for every single program that we offer,” but intently looking at the market need and connection to jobs, starting with that community where the institution exists, but a little broader too. So those small number of programs that clearly advance this mission and student access, then invest deeply in quality faculty support, instructional design, quality is by itself, a whole entire conversation, I think. And then faculty burnout. It’s real. And many times when faculty resist online, we take it personally. We don’t like it. But then it’s just exhaustion rather than real opposition. Transparent communication, realistic timelines, recognizing that this is instructional labor, this is on top of everything else that we’re asking from you, and then supporting that instructional labor in a respectful way goes a long way in helping faculty burnout. Sometimes, the most strategic move is to slow down and build that trust and capacity within the institution, because let’s face it, in institutions like that, you’re going to rely heavily on faculty time and faculty effort to design and develop those courses, compared to larger institutions where there are large teams of instructional designers or video producers that are going to do the heavy lifting for your faculty. Again, tying to the previous conversation, shared tech services, vendor collaborations, a lot of these institutions can punch above their weight and without overextending people, so that those kinds of strategies should be part of it. And finally, I want to tie this conversation to the AI conversation. Many universities have responded by signing big enterprise deals with AI companies. And they paid a lot of money for this, and they wanted to achieve equitable access for their own communities, they wanted all their students to have access, all their faculty to have access. But this results in us treating AI as a competitive advantage, where we should start seeing it as a collective challenge. So we should be forming system-wide and cross-institutional partnerships when it comes to AI deals as well. These partnerships can be between universities, between universities and community colleges, sister campuses like sister cities, so that we raise all boats and ensure equitable access for everybody. There is room for all of us to be successful, and our actions should complement that belief. And we need to bring faculty into these decisions, because the moment you announce a deal, AI deal, that will allow everybody to have access to AI, it may be interpreted as a blanket permission for unrestricted AI use in every course, which is not the case at many of our institutions. So faculty’s presence at these tables is very important.

Marina: Yeah, I just want to say amen to Yakut’s point about faculty burnout and kind of respecting the time and the expertise that they bring to the table. Our faculty also have, at many of our institutions, expressed burnout, and so anything we do is really thought around that concern. In terms of AI, if we want to foster leadership amongst the ranks of our faculty, we actually created an AI fellowship, and we selected a couple dozen AI fellows from the system to lead some really important work. And they’re being compensated with reassigned time or stipends in some cases, to do that work, in addition to some staff members, classified staff members as well, because they often, you know, occupy the gray space that we forget about, that support faculty and instruction too. So that’s very important. I think about a parallel to online learning, and actually it’s an important parallel with open educational resources. In my previous role as a dean at one of the community colleges in our state, we wanted to grow open OER, but it was the same thing. Faculty were like, “In order to change my textbook to an OER, it’s gonna take so much work and effort, and I have to change all my tests and all my prompts and all of this.” So we started giving very small stipends. I think at the time, it was like $500 for faculty to adopt OER. And I did an analysis of this over time… I wish I had AI to do that, but I had to do this [LAUGHTER] myself… but essentially, we saved students something like five million dollars within the first couple of years that it was being adopted, and we spent, I think like 200k during that same period of time. So doing the data on the return on investment for supporting faculty, it’s going to be tremendous to kind of ensure that they’re not burnt out, that they have time, and they have the space mentally to do the work that we need them to do. So that would be one key thing. And I think OER, what we’re finding, and what we found in our institution is as well, that there are higher outcomes in terms of success rates and grades in online courses when an OER is used in that course than in the same course with a physical textbook that students had to purchase. So those are kind of connected. And then just to kind of go back to course sharing, I can always count on Van to be my greatest ally with course sharing, but we have colleges that were very reluctant to get involved in course sharing, as I mentioned. When I joined the CVC four years ago, we had something like 2,000 enrollments on course sharing and 2,000 enrollments for a system of our size is not that great. We’d joke that most of it’s our staff trying to see if it works. This year we’re going to have more than 50,000 enrollments. So within four years we went from 2,000 to 50,000. I think we’re going to double and triple that in years to come, because we finally gain momentum and trust and involvement and engagement. Of those 50,000, you look at the numbers, some rural colleges are making out like bandits. They’ve gained 1000s of enrollments through course sharing, by putting their courses on our course sharing platform, and benefiting from it tremendously, and gaining enrollments that they would never be able to get from their local zip code because of their rural environment and so forth. So, it’s a win-win proposition, it doesn’t add any extra work. We let them fill their classes locally with their local registrants, meaning they’re returning students, their athletes, their disabled students, and so forth. And then any courses that are not filled, we pull them into our platform, and they’re open for anybody in the state to take. It’s a very simple formula that, again, has really netted 1000s of enrollments for these small rural colleges, brought in funding, brought in additional resources for their burnt out faculty and their staff and their infrastructure. So I think my suggestion for strategy is find those formulas that are win-win propositions. It doesn’t need to be something where one person loses, another person wins in order to get the involvement, there are ways for everybody to win, and that’s, I think, an exciting opportunity for us.

Rebecca: We always end by asking: what’s next? Start with Van?

Van: Sure. So ironically, I just finished writing a blog post for WC Frontiers on this, this morning. I don’t have a crystal ball. I do have a magic eight ball, though, if you remember those. My predecessor gifted me one to help me navigate the challenging federal policy environment. So I have my trusty magic eight ball. I think there’s six things to look for in 2026. I think the first thing is we need to remember that the connection to workforce education is everyone’s responsibility. It’s not just a few faculty members’ responsibility. This is particularly important with the move to Workforce Pell, but it’s important as we see a workforce increasingly asking for graduates that are AI literate. And I think that AI literacies is everyone’s responsibility. Two is AI literacies. I think that we need to desperately change the narrative from just focusing on academic integrity to beginning to focus on AI literacies and you’ll notice that I use the plural there, because I don’t think it’s black and white. I don’t think it’s you know or not know. I think that it’s a spectrum of issues that faculty and students and staff need to have mastery of. Three, and this really ties to what Marina was just talking about, we need to get creative economically. Like I said, I’m a historian by training. That means that I tend to run towards the pessimistic side, because I know just how bad things can get sometimes, and I am afraid that we’re looking at a very challenging economic environment on the federal level, and that’s going to trickle down to the state level, especially for our public institutions. So I do think that we’re going to have to get creative economically. We’re going to have to do things like think about course sharing, like thinking about purchasing consortiums, changing our business model in higher education and in digital learning. I think that that means that one way that we can do that is to lean into those post-traditional learners. There are 43.1 million Americans who started college and did not get a credential. That is a travesty. We should not have 43.1 million people that stopped out. That tells me that, first of all, we’re not doing right by those folks, but it also means that there are 43.1 million people that we can get back into higher education if we try, and we won’t get all of them back. But we need to think about how do we offer programs that attract those adult learners and keep them. What did we do wrong the first time around to make them stop out? It’s not all an institution’s fault. Adult learners have a number of challenges that they’re juggling, but are there ways that we can attract them back into our classes, and that we can make sure that we provide them with the supports that they need in order to stay and be successful? I don’t think we can lose sight on accessibility in 2026. It is not just the right thing to do ethically, it’s going to be the right thing to do legally, with the Title II regulations that go into effect at the end of April. And the upshot of those five things is that digital learning is going to be more important than it has ever been before. And that means that your job as digital learning leaders, your role on your campus, your role in the SUNY system, is going to be more critical than it has ever been before. And so I think that that’s what we have to look forward to and the upshot of it is that, at the end of the day, what you do as a digital learning leader matters and is going to be more important than it has ever been before, more important than it even probably was during the COVID-19 pandemic. So that’s what the magic eight ball over in my WCET office says.

Yakut: Now, how do I follow this? I mean, you covered everything, Van. I was actually going to start with the same sentiment, online education sits at the center of all the challenges higher education is facing, and the work ahead of us is to leverage its pedagogical power, its ability to expand access to affordability, and its ability to amplify our institutions’ impact. You covered a lot of things. There is one thing that I would like to just append to what you said. I want to point out that we in higher education often forget that we are not just educators. We’re also employers. In many cases, we are one of the largest employers in our communities. And many campuses, many of our institutions still lack a coherent AI upskilling plan for our own workforce. We have tons of projects facing transfer efficiency across our institutions, productivity, but then we don’t really have, in many cases, a plan to help our own people adapt. A Brookings Report from, now, a year and a half ago, estimated 19 million US jobs that are significantly affected by AI. And many of those roles exist right on our campuses. Many of our employees hold jobs at risk of automation, such as legal analysis, paralegal, administrative assistance, accounting, communications, we just talked about instructional design and production. These job categories are, drumroll, they are populated by women. You know, we identify these areas of risk, but we don’t really come up, at least in higher education, strategies to address those. We must understand that there is a differential impact of AI on our workforce. These jobs that I listed are stable middle class professions. They are pathways for upward mobility for a lot of families. So we have to ask this year and beyond, what happens to our societies when women or any subgroup begin to disappear from the workforce as a result of AI, and what are we doing to stop that from happening? Thank you.

Marina: It’s unfair to go after Yakut and Van, but I just want to really say I appreciate that Yakut points to our own employees and our own communities, and starting at home, I think that’s something that’s an important reminder for me myself. If I could just leave with three additional things to summarize some of our conversations from today, I would say, you know, number one is a reckoning when it comes to AI in higher ed. There is a reckoning for specifically, as I mentioned, asynchronous fully online courses, and how we’re going to manage that, and the long game of changing the way we teach and the way we assess our students and the use of outcomes in our courses. So I think this is going to be the next big thing for us to tackle. The second and this is something Van has spoken to about extensively, is a move toward thoughtfully shared resources. In our system, we pay for the common LMS. We pay for and negotiate common ed tech vendor contract tracks as well, course sharing, as I mentioned. So there’s going to be more and more a move toward this, especially in light of federal funding issues that colleges are experiencing. And the final piece of it that’s actually really near and dear to me, is a revisiting of old norms and ways of doing things. The way we handle our transcripts, for example, is… I’ve spoken about this in other venues… highly inequitable. The way we handle our financial aid, that can be very hit or miss depending on what institution a student goes to. The way students have access to courses, our levels of accessibility, the way we gather analytics and research, which I think AI will dramatically transform. Institutional research is going to greatly change in the next couple of years. I think these are going to be really exciting “what’s next” as well for higher ed.

Rebecca: Well, thank you so much for joining us. We appreciated the conversation and the many things to be thinking about as we trudge down 2026.

John: Yes, thank you.

Yakut: Thank you for having us.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

John: Editing Assistance provided by Madison Lee.

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434. TUnE Bio

Students planning to major in STEM fields, especially students from groups historically underrepresented in these fields, are often deterred by their experiences in introductory courses. In this episode, Sarah Rose Cavanagh joins us to discuss an NSF-funded initiative designed to enhance student success in introductory Biology classes.

Sarah is a psychologist and the author of four books related to teaching and learning. She is the senior associate director for teaching and learning and associate professor of practice at Simmons University and also is a regular contributor to The Chronicle and many other publications. Sarah often serves as a keynote speaker and we were very fortunate to have her join us for a keynote address at a recent Academic Affairs Retreat on our  campus.

Show Notes

Transcript

John: Students planning to major in STEM fields, especially students from groups historically underrepresented in these fields, are often deterred by their experiences in introductory courses. In this episode, we explore an NSF-funded initiative designed to enhance student success in introductory Biology classes.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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John: Our guest today is Sarah Rose Cavanagh. Sarah is a psychologist and the author of four books related to teaching and learning. She is the senior associate director for teaching and learning and associate professor of practice at Simmons University and also is a regular contributor to The Chronicle and many other publications. Sarah often serves as a keynote speaker and we were very fortunate to have her join us for a keynote address at a recent Academic Affairs Retreat on our campus. We’re also looking forward to her upcoming keynote address at the SUNY Conference on Instruction and Technology later this year in May. Welcome back, Sarah.

Sarah: Thanks for having me.

Rebecca: Today’s teas are:… Sarah, are you drinking tea with us today?

Sarah: Ah… I never am. I actually have a confession. I’m actually drinking a Celsius energy drink. [LAUGHTER] I’ve graduated from even coffee, but I only do this. I’m like, I don’t know if you’ve seen this, but Zoran Mamdani, he has a Red Bull once a week, and so, like Mamdani, I have a Celsius once a week. Gives me a real boost.

Rebecca: Right now is the time. We’re catching you at this moment this week?

Sarah: Well, yes, and we also ran out of coffee filters, so… [LAUGHTER]

Rebecca: That’ll do it. How about you, John?

John: I am drinking an Irish Breakfast tea today.

Rebecca: Oh, seems to be like a new favorite, John.

John: Actually, it’s because we’re snowed in and most of my other teas are up at the office.

Rebecca: I have an English afternoon today.

Sarah: What time of day is it? This seems to be a conflict. One of you is doing breakfast? One of you is afternoon.

John: It is afternoon, isn’t it?

Rebecca: yeah, I don’t know. Yesterday we recorded at 5pm and we both had breakfast teas, so… [LAUGHTER]

John: We did.

Rebecca: It might just be an indicator of how much caffeine we needed at a given time. [LAUGHTER]

Sarah: Gotcha.

John: We’ve invited you here today to discuss the TUnE-Bio project, an NSF-funded academic initiative, for which you are a principal investigator and network leader. Can you give our listeners an overview of this project?

Sarah: Sure. So the focus of the project’s right in our title. So it’s Transforming Learning and Equity in Undergraduate Biology Education by Cultivating an Ecosystem of Feedback, which is a big mouthful, so we call it TUnE-Bio. So we’re tuning biology education. And the focus of the project is really on tackling the problem of high attrition and weed out in undergraduate biology education, and by extension, STEM fields in general, the fact that so many students come to the study of biology and the study of STEM fields in general and want to be doctors and surgeons and scientists, and then they encounter difficulties in their introductory courses and leave for other majors. There’s something that is known as the STEM grading penalty, which is when students get really low course grades in STEM courses, but then they get high grades in their other courses, then that in particular seems to kind of lure them out of the field. And we want to change that, in general, because we need more scientists and we need more nurses and surgeons, but we also want to change that, because there’s also a lot of inequities in terms of who is weeded out, and disproportionately women, students of various races and ethnicities, first-generation status. All these things tend to increase the chances that you will leave STEM fields, and we want a really educated, diverse STEM workforce, and so we’re really trying to do something about that by improving pedagogy.

Rebecca: Sounds like a good initiative… [LAUGHTER]

Sarah: We think so.

Rebecca: …right up our alley around here, right? [LAUGHTER]

Rebecca: At the beginning of the project, you first gathered information on the current landscape of biology education using surveys and focus groups. Can you tell us a little bit about the process of data collection?

Sarah: Yeah, sure. So we started this grant with what’s called an incubator. So NSF has two versions of this particular mechanism, and the incubator is meant to, just like it sounds, to give you a little bit of money to start building a network, start showing the NSF that you can do what you are promising to do. And then we got a full version of the grant a few years later. So this really goes all the way back to, I think, 2020, and we were unsuccessful a few times before we were successful. [LAUGHTER] So it actually goes back to more like 2018, I think, but we got the incubator grant, and one of the things reviewers said to us is, all right, you’re saying you want to innovate in pedagogy in biology, but before you can innovate, don’t you need to know the current state of play, like, what are people doing in their classrooms currently, before you start asking them to do something different, like, maybe they’re already innovating. So we took that charge, and in the incubator year or two, we did a really large survey of people who were teaching introductory biology, all sorts of different institutions all over the country, about 300 of them, and then did qualitative interviews of 27, I think, of them… took a deeper dive. And we’re really asking people about their practices and philosophies in teaching intro bio. What were they doing in terms of assessment, in terms of feedback, in terms of grading? We asked about what they perceived as barriers to innovation. In the early phases, we’re a little more focused on alternative grading. And so we asked a lot of questions about: had they heard of it? had they tried it? Questions about that. And so that was our attempt to figure out the landscape before we started innovating with the full proposal.

John: And what did the data collection tell you about the landscape?

Sarah: Well, first, I have to say that I do think we got a bit of an unusual sample. It’s always the case in research, because we tried to keep the survey under 15 minutes. But still, who has 15 minutes to do something completely optional, and then the people who spoke with us in the qualitative interview study, that was a significant investment of time. And so I do think we got a sample of people who were really interested in pedagogy already, but, that said, we saw a lot of innovation already. So the old school model of two exams and a final in intro courses, we really didn’t see a lot of that. People were using a lot of quizzes, a lot of clickers. They were really thinking deeply, especially in the interviews. They had thought deeply about equity. A lot of the folks we talked to, they really felt the pull of doing more like differentiated instruction and really changing their pedagogy, student by student. And had a lot of frustrations with not being able to find the time to really do that better. And we also asked about barriers to innovation. And shockingly, the top three barriers were time, time, and time, I think the top was no time to implement. The second was the perception that some of these innovations would take more time. And then the third was no time to even like, figure it out, do the reading, restructure the course ahead of time, do those things. So we saw a lot of innovation, but a lot of desire for more, I think.

Rebecca: So that kind of sets the ground for the pedagogical side of the landscape. Can you go into a little bit more detail about attrition rates and the equity gaps that the project is meant to overcome?

Sarah: Yeah, sure. So a pretty significant number of students leave early STEM education for other majors, and it does seem like investigations that have probed the why of that and the motivation has really found it tying to these early low grades in these introductory courses, and I think, in particular, students who are drawn to health sciences, just the way everything set up in secondary education, tend to be students who are quite used to getting high grades, [LAUGHTER] and so having this experience of just getting As and As and As and then you hit college, and you take Intro bio, and then all of a sudden you have a C for the first time in your life. And that being very alarming. There’s also, and certainly we heard this in the survey and the interviews, in terms of the equity, something that people really thought a lot about and felt very deeply about, was the fact that, especially courses that are introductory courses, like intro bio, students would be coming to them with very different backgrounds. Some students had taken AP Bio with a tutor and all these extra meetings and already knew half the material that they were going to be taught. And other students from lower-resourced high schools did not have that experience, and faculty really struggled with that. Starting out from the gate, these students were on paths to differential outcomes, and then that would shape whether they stayed with the STEM study or not. And none of them had really easy solutions, and one of our goals in going forward is trying to give faculty tools to improve pedagogy in ways that equitize that landscape a little bit more. I mean, that basic problem is still always going to be there. It’s a societal structural problem. But if we can nudge faculty to improve how much feedback they’re giving, how motivational that feedback is, how timely it is, all of these things that maybe we can bring those students on those two paths a little closer together.

John: This issue of disparate gender outcomes in STEM fields is something we addressed a little bit on an earlier podcast with Peter Arcidiacono. This seems to be common in many disciplines, so addressing these issues, I think, could be really helpful. And one of the things that really impressed me was looking at the people in the network, or the people who are involved in this program. I’m not a biologist, but I recognize an awful lot of the names there. How was the TUnE-Bio network assembled?

Sarah: Dialing it back to those incubator years, and before our unsuccessful to successful outcomes, originally, Jim Lang and I were co-PIs, so we were both still at Assumption, and were both in the same center, and so we were working together on this, and I was actually really new to the field of teaching and learning, and didn’t know a lot of people. I started out as a psychology, emotion science, person, and only in the last 8 to 10 years moved into teaching and learning. So a lot of them Jim recommended, and then it was like a snowball. So we recommended them and some of those people said, “No, but have you thought about asking this person?” And so we kind of snowballed out, and we had our steering committee, we asked them for recommendations, and they went out from that. And then Jim retired. Then that’s when Michele Lemons my co PI who is a neuroscientist, biologist at Assumption, that’s when she joined. Jim’s still on our steering committee, but now Michele and I are co-PIs on the full proposal, and then we did a big webinar, we did a big launch meeting, and we just actively recruited. So it’s really kind of a snowball method. Also, Bryan Dewsbury is on our steering committee, and he has a beautiful essay, I think, called the soul of my pedagogy in Scientific American, and I had read that, and I was like, “Let’s invite that guy,” [LAUGHTER] and Jim was like, “Great suggestion.”

Rebecca: It’s always fun to see all of those folks assembled in the same place, virtually or otherwise. [LAUGHTER] How does this project connect to the concept of compassionate challenge that you focused on in Mind over Monsters?

Sarah: Well, since we’re focused on feedback, and I think we’ll talk about that in a little bit more, I see feedback at the heart of compassionate challenge. So my framing of compassionate challenge is that students, to be motivated and to learn effectively, they need both compassion and challenge, kind of that false dichotomy that we get into and dueling Chronicle op eds between like, “oh academic rigor” and “oh student focusedness.” Like we need all of it. And I think that we respond best and are motivated when we both are in a place where we feel psychological safety and where we feel understood and seen as people, but then where we also are challenged to rise to expectations. And feedback, I think, is just so critical for student learning, because what feedback is, is you’re giving students information about “okay, where are you at in your current learning journey, and where could you go, and how can you get there?” In that way, it’s stretching them saying, like, “Great job at the learning so far, but here’s all the other places we could go.” [LAUGHTER] But then we’re really focused in the project, on how can we give better feedback, and better feedback being compassionate, growth mindset, motivational, offered in time that they can use it, including more revisions of work, so that there’s a reason for them to read the feedback. If they assess them on a learning outcome, you give them feedback on how they did, and then they’re never assessed on that learning outcome again, I wouldn’t read that feedback. [LAUGHTER] And so I think feedback is really at the heart of compassionate challenge.

John: So right now, it sounds like much of the work of the group is done in working groups, and you have five working groups which are focused around different ways of providing that feedback. Could you talk a little bit about some of the work of these working groups?

Sarah: Absolutely, in the grant, what we’re doing currently is we’re developing tool kits, so we want to give faculty really practical ways that they could improve their feedback. And one of the other aspects of the grant is that it intentionally puts in the same room, often the same Zoom room, that we are gathering in person this May, educational developers and people from the scholarship of teaching and learning, and then biologists. And so we’re putting these minds together so that the biologists can provide the context of teaching biology, and then educational developers can provide the scholarship on teaching and learning. And we want to put them all together in a room, develop these toolkits that will help biology faculty teach in ways that improve feedback. And so one of the first things we did is we assembled these toolkit working groups, as you’re referencing John, and we just today decided to call them twigs. We keep saying T, W, G, and that’s very difficult to say out loud. And then we were on a meeting with one of our steering committee members, Linda Fergusson-Kolmes, and she was like, I keep wanting to call it twig. And I was like, “Let’s do it. Let’s do it.” So these twigs, [LAUGHTER] these each have co-leaders, and then they have members who are also amazing folks, and they’re focused on five different themes. So those themes are, first, how do we get students motivated to actually use feedback and actually read it? Because there’s some data that suggests that, especially when feedback is paired with a poor grade, students won’t even read it. So one group is developing tools to help faculty motivate students to uptake and use that feedback. Another is focused on peer feedback. Some of the tools in that toolkit will relate to LAs, learning assistants and teaching assistants, but then also ways that you can provide peer feedback in class. So motivation, peer feedback. One group’s all focused on classroom assessment techniques like clicker questions and other ways to quickly assess and get feedback on student learning. One of the groups is developing a toolkit on the seven principles of good feedback, asset-based feedback. And then finally, my favorite topic in the world, but we have some lovely volunteers who are willing to go there, AI. [LAUGHTER] if we’re doing something on feedback, they have a challenge ahead of them.

John: I don’t think we’ve had a podcast in the last couple of years that have not at least mentioned AI in some way.

Rebecca: This was yours, Sarah. [LAUGHTER] Now you can move on. [LAUGHTER]

Sarah: Yes, we’re done. Check the box. Check the box.

Rebecca: One of the things that we often hear is like feedback and grading are intermingled or tangled up together. Can you talk a little bit about decoupling of the two?

Sarah: Yeah, sure. We definitely saw this, especially in the qualitative interview. We tried to ask faculty separately about assessment, feedback, and grading, and we defined those for them ahead of time and in the process of the interview. And we defined feedback as information that’s given to students about the current state of learning or their performance on the assessment, other than grading. And then we wanted grading to be grading. Faculty found that very difficult to respond to those three things separately, because they’re all so integrated, and grading is one form of feedback, of course. We really tried to get them to focus more on things like written feedback on short-answer questions, and we have a subcommittee working on the qualitative interview coding. That’s Brian Dewsbury and Lindsay Wheeler and Michele and I, and we have a conceptual model of feedback that we’re building, and we really are thinking of feedback even as things like body language in response to students’ questions, like really expansively about feedback. And I think that the more we can decouple feedback from grading the better. And there’s actually studies showing that if you give feedback before you give the grade, if you like, kind of withhold the grade and you give the feedback, students are more likely to use it and implement it, because I think that the emotional power of the grade just blows everything else out.

Rebecca: As in, like the grade feels too final?

Sarah: Yeah, and if the grade is lower than you expected or desired, especially if it’s significantly lower, I think a lot of students get very anxious, and it can be very difficult to think really logically when your body’s all kind of in a disarray.

John: For many years, when I gave back exams, the students who did well would sit there and they’d be really happy and really not focused that much on going over it and answering questions, and the students that did badly just look kind of unhappy and just kind of set their scowling, which is one of the reasons why I switched to two-stage exams, where they took it first individually, and then it was such a different experience. I remember the time I took a short video clip of the students in the second stage, and I shared it with Rebecca, because it was just so impressive to see them actively discussing things and working through it, because it was so different than earlier experiences going over exams in class.

Sarah: Yeah, I love two stage exams.

John: And I’m reinstituting them after moving away during COVID [LAUGHTER] in one of the classes that I’m teaching. I’m looking forward to that again. You mentioned before that one of the main barriers that faculty face in trying to implement things was time, and certainly that’s a major factor. But are those the only barriers that faculty face when they try to change their teaching techniques, especially if they’re younger faculty, junior faculty in departments which may not all be using these types of techniques.

Sarah: Right off the bat, you identified one of the major ones that we heard is, does your department support innovation, and is there that support? And another thing that came up a lot, and I see this a lot across all my work in different institutions, is students [LAUGHTER] often resist innovations. And I think health science students tend to be disproportionately this type of student who is used to a certain level of grades and a certain level of positive feedback from their secondary education, and then they hit college and they want to do that same thing. And this has always worked for them, you know, these big exams, memorizing stuff, putting out the answer, like that’s worked for them in the past. And so I find when I’m working with faculty who are innovating, especially in the arena of grading, they get the most resistance from the students, who probably are going to get an A at the end of the day, because of that resistance. But those two things can combine, and I saw this at my previous institution, in the biology department actually, and there were some faculty who were really doing innovative stuff, both with grading, but also with active learning and kind of flipped classroom sorts of things. But then most of the department was not doing that, and they experienced more student resistance, I think, because they were in this setting where students would have that reassuring kind of traditional experience in other faculty at that institution, and then they would hit this one course with all this innovation and dislike it more than if more the department were innovating. So that’s another big one. There’s also, and I think this was in your question as well, but precarity of position, and that was one thing that we asked about on the survey so that we could contextualize the responses. Contract faculty and pre-tenure faculty, sometimes they innovate somehow, and it goes not so well, and then they really get burned on their course evaluations at the end of the semester, that that could put their livelihood at risk or their tenure trajectory. So that’s another big barrier, time, time, time, departments, really large classes, that it being difficult to increase the amount of feedback you’re giving students, especially things like written feedback or in person, audio feedback. If you have 500 students, that’s very difficult. So large class sizes.

Rebecca: One of the innovations you mentioned at the top was about alternative grading practices. And given that low grades are discouraging, and certainly one of the barriers for students succeeding in STEM fields, how does alternative grading sit with some of the recommendations coming out of your network?

Sarah: Interestingly, we were more focused on alternative grading in the early stages of the grant, we actually thought that was going to be a major focus of the grant, so the incubator was not honed in on feedback. It was more broadly assessment, feedback, and grading, and we asked all those questions about alternative grading. We moved toward feedback for a couple of different reasons, one being our sense that there was already amazing work being done on alternative grading by other networks and other authors, an entire ungrading conference, and feeling like that need was already being filled a little bit in the world of teaching and learning. But then also, we observed two things in the surveys and the interviews. One of the questions we asked is, How aware of these alternative grading methods? And then we asked about a bunch of critiques of traditional grading, and the extent to which people agreed or disagreed with them, and whether they had tried them, if they hadn’t tried them, why? And there were a lot of folks kind of innovating at the margins. So they weren’t going full ungrading, but they were including pieces of that, and there was some resistance to it. We heard from some people that they were not interested in it because of a variety of reasons, and so we didn’t see as high interest as we might have expected on alternative grading. But then we also saw that people were most dissatisfied with their feedback practices. So when we asked people to rate how satisfied they were with their current assessment feedback and grading practices, we saw overall, a fair degree of satisfaction, but much lower for feedback, significantly lower than for assessment or grading. And this came up on the interviews as well, that we heard a lot of dissatisfaction. People would often wince, [LAUGHTER] when we’re like, “What about your feedback? How satisfied are you with how often and the types of feedback you give?” And they would be like, “Oh, I should do better.” [LAUGHTER] So we saw that, both on the survey and the interviews, with such a high degree of interest in improving feedback compared to assessment and grading. And then also, we felt like all the alternative grading folks were already doing a great job working on that, and we thought we could maybe contribute more and have more of a novel contribution if we honed in on feedback instead.

John: So this project has been going on for quite a while now. What are the next stages?

Sarah: The next stage is very exciting. So the twigs, the toolkit working groups with the five focuses, have been working really hard, and we’re so grateful to them developing a draft of their toolkits. And then in May, we’re going to gather at Simmons University in Boston, although it’s going to be a hybrid meeting. So some folks will be joining virtually, but a lot of us will be in person, and the toolkit working groups are going to present their toolkits to the rest of the network, so not just people on twigs and the steering committee, but also people involved in the network more generally, and we’re going to give them, wait for it, feedback, [LAUGHTER] feedback on their toolkits, and then they will have a whole another year to refine the toolkits based on the network’s feedback on the toolkits, what people would see is useful to include or ways they could shape or tune the toolkits. And then there’s a last stage of the grant. The last two years of the grant is actually, and this is one of the reasons why I’m really happy to be talking with you today, maybe it can spark some interest out there. We also are going to offer some money from the grant to form regional hubs to apply for some funding to use the toolkits in local events. And so we imagine maybe there’d be like New England, Midwest, West Coast, and a couple different institutions can gather together. There’s a few stipulations. There has to be at least one community college or minority-serving institution involved from a non-deficit framework. There has to be multiple institutions interested, someone willing to host, but they can apply for these kind of vouchers to use, to bring in a speaker, or pay for some food or something in these regional events, to use some part of the toolkit in an event regionally.

Rebecca: It’s an exciting new development.

Sarah: Yeah. I like the idea of it. You just give people money to improve pedagogy and gather together. It’s like rare. [LAUGHTER]

Rebecca: It’s a nice luxury. [LAUGHTER]

Sarah: Yeah.

Rebecca: Weeding out is not just a biology thing. [LAUGHTER] It’s common in a lot of different STEM departments. Do you see that the recommendations from the TUnE-Bio project to be applied and expand maybe to these other disciplines as well?

Sarah: Absolutely, and we know it’s not just STEM but certainly feedbacks everybody. And we’re focused on undergraduate biology because that’s what the money’s for, [LAUGHTER] but a lot of us have at the heart, we just want to improve pedagogy across the board, and a lot of the toolkits, as they’re being developed, because we’ve been meeting with the twig co-chairs regularly… I think the classroom assessment technique twig is a little more biology focused. I think they’re developing actual biology modules that people can use in intro bio, but a lot of the other ones, certainly the seven principles of asset-based feedback and how to get students be motivated to implement feedback are not going to be biology specific, and are going to be useful to anyone teaching anything, I think. And the toolkits will be distributed through the regional hubs, but they’re also going to be just downloadable. We’re going to put them on our Qubes site. Qubes is a open website run by the NSF, and we have a membership. So all of these toolkits, people and teaching centers can download a workshop in a box. People who are teaching in their individual class can download the peer feedback, how to train students to give better peer feedback, so they’ll be widely open to everyone, and a lot of them are not going to be biology specific or stem specific.

John: When we were talking about the AI groups, you didn’t seem quite as enthused about the AI twig. Could you talk a little bit about some of your concerns about the increasing reliance on AI in higher ed?

Sarah: Yeah, we could have a whole thing about AI. I don’t want to have a whole [LAUGHTER] conversation about AI, but Pooja Agarwal, I don’t know if you know her, she does retrieval practice, is a widely known speaker in higher ed, but we had a bunch of meetings. We were going to do an edited collection called F-A-I, and it was all going to be just critical AI. So I’m not a fan of AI. I do think there are roles for AI in feedback, in particular, and I’m not completely resistant to that. And I think that if a student were studying alone in their dorm anyway, but there was some kind of responsive tutoring type of program that instead of doing flash cards or just underlining their notes again, they had this experience that was differentiated to them and where they were at in their learning journey, that could be very effective. My concern is that we’re going to instead replace not the studying alone in the dorm with AI, but a student coming to office hours and sitting across from an instructor and having this one-on-one conversation and developing a relationship and, oh, you just happen to also talk about an internship that the student could apply to, or students working together in small groups and giving each other feedback. So if AI is like, on top of all the other stuff we’re doing, like, I think it could be powerful and interesting.

John: Those are really good points. On the other hand, just to bring up one counter argument, we do know that first-generation students and students from historically minoritized groups are less likely to go to office hours and ask questions, and also maybe less likely to ask questions in class because of imposter syndrome or some concern that they don’t want to reveal that they don’t understand something. If they have a Socratic tutor, which is available 24 hours a day, seven days a week, they can ask it anything without fear of embarrassment, which may help them build up more confidence, so that they can then approach the instructor with questions, without being as concerned about not being able to phrase things well or revealing that they don’t understand things.

Sarah: That is a good counter argument. I would still go with the additive one, though, like, okay, let’s make that available to them, but let’s not stop all of the efforts that we do to try to draw them into office hours and into the work, into the relationships in the class, as long as we don’t, then be like, “Oh, it’s fine. I don’t have to do any of that inclusive teaching stuff anymore, because we have this chatbot,” additive, not subtractive, um hmm. [LAUGHTER]

John: And a great reference on some ways of creating a safer environment for students, a more comfortable environment where they feel more comfortable talking to their instructors is this book, I think, Mind Over Monsters is the title. [LAUGHTER]

Sarah: I may have heard of that one.

Rebecca: So we always wrap up by asking: “What’s next?”

Sarah: For the grant, the May meeting. This is definitely for me and my co-PI, Michele Lemons, and a lot of my steering committee and the twig co-leaders. This is going to be an intense four months I guess, now. So that’s the big thing, meeting together. I’m hoping it’s also gonna be really fun. I think that the network’s supposed to be a network, and I want everyone to feel like they belong to this, like community. But so far, you know, the twigs have been working kind of on their own, and the subcommittees of the steering committee. And I’m really looking forward to having everyone working together and playing together a little bit in the evenings, probably. So that’s what’s next for the grant. In terms of what’s next for me, I just signed a new book contract.

Rebecca: That’s exciting.

Sarah: So it’s called Where are all the Happy People? So it’s a psychology book, not a teaching book, and it’s about the fact that no one is happy, and how can we be happier? And so I go to different spots to try to find happy people and then build a model of happiness. So some of those spots are the nunnery. So I interviewed some nuns. Nude beaches is another. The college classroom, actually is one, and I interview Bryan Dewsbury for that. Burning Man is another. So I’m Lithuanian in part and there’s a burgeoning pagan revival there. So I’m hoping to get over to Lithuania with my sib kid who has been learning Lithuanian.

John: A somewhat different sort of research. That sounds like it could be a lot of fun.

Sarah: I’m hoping so. I just wanted to spend the next three years thinking about happiness.

John: Happiness has been a little sparse for academics, especially for the last year.

Rebecca: Well, I hope we find out where all the happy people are, and we can join them.

Sarah: Meet at a nude beach. [LAUGHTER]

John: It is 15 degrees right here today…

Sarah: Yeah. [LAUGHTER] maybe not. [LAUGHTER]

John: …or that’s the projected high later today. It would have to be one of those polar bear ones.

Sarah: Mmm, doesn’t sound safe.

Rebecca: …or happy. [LAUGHTER]

Sarah: No. Safe or happy. Shall be tucked in around a fireplace about now, I think.

John: Well, thank you. This is a wonderful project, and we’re looking forward to seeing those final toolkits. And I’m wondering if maybe there might be some TUnE math and some TUnE chemistry and TUnE economics and other projects in the future coming out of this.

Rebecca: Perhaps we’ll just tune the academy.

John: That would be much better.

Sarah: Oh, thank you both so much.

Rebecca: It’s always a pleasure.

[MUSIC]

John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

John: Editing Assistance provided by Fred Llerena.

[MUSIC]

431. A Curated AI Framework

Students can use AI tools to support or short-circuit their learning. In this episode, Tim Curry joins us to discuss how he uses AI tools to support students with diverse prior knowledge in a carefully curated framework.

Tim is a lecturer in the Department of Health Sciences at Northern Arizona University. He is developing AI applications for autism research and tribal health service while building Northern Arizona University’s Applied Health Analytics program. He’s also working on the completion of his PhD degree in health equity technology.

Show Notes

Transcript

John: Students can use AI tools to support or short-circuit their learning. In this episode, we examine how one instructor uses AI tools to support students with diverse prior knowledge in a carefully curated framework.

[MUSIC]

John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

[MUSIC]

John: Our guest today is Tim Curry. Tim is a lecturer in the Department of Health Sciences at Northern Arizona University. He is developing AI applications for autism research and tribal health service while building Northern Arizona University’s Applied Health Analytics program. He’s also working on the completion of his PhD degree in health equity technology. Welcome Tim.

Tim: Hey, John, it’s great to be here.

Rebecca: Today’s teas are:… Tim, are you drinking any tea today?

Tim: Yeah, I am, actually. I’ve got one here that is this really nice licorice root spearmint mixture.

Rebecca: That’s an interesting combination. I don’t know that I’ve heard of that.

John: And I have just a plain old oolong tea today.

Rebecca: A nice choice. I’ve swung back to old habits, and I have an English afternoon tea.

John: Must have been a tough day, huh? [LAUGHTER] Today, you’ve been doing some interesting work in which you’re planning to have students work through a learning portfolio constructed for each course module in a health science course in which they’ll complete a structured sequence of interactions with a chatbot tutor that you’ve created. Before we discuss the details of this course, can you tell us a little bit about the course? How large is it? What’s the course level? And who are the students that generally would be taking this course?

Tim: Yeah, absolutely. So this course that we’re focused on today is HS 300 which is our human diseases course. It’s quite an interesting course. A typical class is usually about 40 students, usually juniors, although I do get sophomores and seniors in there. And why I say it’s an interesting class is even though it lives within our department’s program of public health I would say, in the average term, I only have about half the class filled with public health majors. The rest of them are a mixture between students who want to go pre med, so nursing students or med school, DPT, biomedical engineering, and then also a smattering of psychology majors. So it’s quite a diverse group I’ve got in this class, to be very honest, with a range of different backgrounds.

Rebecca: Can you talk a little bit about your general approach to how you’re planning to address the class? A little bit about the portfolio and the structure overall?

Tim: Yeah, do the objectives of this class are for students, broadly speaking, I won’t get into the full curriculum guide here, but broadly speaking, is for them to better understand not only a wide range of human diseases across all of our systems, but also the application of that knowledge to both the clinical side, so think more like Western care and also the public health side. So we have this interesting mixture here. In terms of the portfolios, the reason I chose to start with this class with this concept was, as you can probably imagine, with the varied degrees I have in there, I have students walking into this class with everything from having completed anatomy and physiology I and II and maybe a pathophysiology course, all the way to students who haven’t seen biology since high school, because they just haven’t reached that point yet. That makes it a challenge. It’s a little hard to talk about congestive heart failure if they don’t know the anatomy of the heart. So that is the reason I chose this approach, is because, and I know we’ll get into this, really is focused around meeting the student where they’re at in their current process of learning, which I think is really the best approach, especially in a course like this, where background knowledge is so critical.

John: Could you walk us through the steps that students would take through in a typical module? And I believe each one of these modules is for one week?

Tim: Yes, that is right. So, the way I prefer to build my Canvas shells, and it’s the same in person or online for the general layout, is that I start off each week, beginning in week two, where they have to do the content first before we actually dive into the meat of the week. So the first thing that they have is they are given a portfolio to work from. And the way that these actually works is that they are handed a file, and this file is the thing that I have produced for each week, and it starts off with some core basics about that particular body system, and then we progress into the diseases, and then progress into more application of their work. And they’re going to take that file and not only work to fill out all of the spots that I have included in there, but they’re going to take that file and give it to this AI bot that I have built out, which is going to act as their own personalized Socratic form of a tutor to actually help them work through the entire file. So that’s the general layout with the portfolio. Once they actually go and turn that in, that actually unlocks the rest of the week’s work. So for an in-person class, this means they got to do the portfolio before they show up to class. For an online class, it means they have to do it before they can engage with the more advanced application we would be doing that week.

Rebecca: Can you talk a little bit about why you chose this approach and how this counters how a textbook is designed for a typical student?

Tim: Yeah, absolutely. I know I alluded to this briefly earlier, but when we have a course like this where in, effectively, I’ll call it 14 weeks, we’re going through every body system and covering well north of 100 different ways that we get sick, ill, and die.

Rebecca: Sounds really exciting, [LAUGHTER] all the ways you can die.[LAUGHTER]

Tim: That’s actually the way I kind of go and bring it in, was like, we’re going to go through so many things, and it’s going to convince you that nobody is normal. There’s just no possible way. But students actually really like it, and I hope not too many of them are freaked out by the time they [LAUGHTER] leave my course. So the reasons for this, I found that with a class like this, we really kind of have two options. The first one is, is that it falls into this very, what I’ll say is, traditional, classic style of a lecture class where we show up and we have to effectively spend the first day raising the bar for everybody so that day two, we can actually do some application work where we can challenge their knowledge. That is tough, because with the gambit of not only backgrounds, but also just experience levels in this class, I can tell you that any given week, if I were to do that, I’d be boring, probably about a third to half the class, because they already know about the systems, they’ve been through the courses, they work in the field, whatever it may be. So that is kind of the downside of that approach, and I’ll be honest, the textbook we had been using for this, which I think is a fantastic textbook, if… here’s the big if… if you have some anatomy and physiology under your belt. If you don’t, it’s a lot to swallow, like it is a thick textbook. It’s phenomenal, and it doesn’t adapt. It’s a textbook. So that was really the core reason why I went down this path, was I’ve been working with artificial intelligence chatbots since 2015 which was pre all of what we have now, and back then, it was a lot of work. [LAUGHTER] It was tough work to actually get them to where we wanted them to be. So I’ve been going and doing this for quite some time, and ever since openAI kind of broke the teaching world in November of 2022 it’s been really fun to start to begin to play and see where are these capacities going. And suddenly we’re at this place where we can use this tool that our students can access for free to give them this individualized approach. So my hope is going into this term, that what this will do is truly meet the student where they’re at, if they’re that student who has just one prior biology I course, no anatomy, and physiology, it’s going to spend more time going through the anatomy that they need to know to be able to comprehend the diseases and the processes that we actually care about in this class.

John: Now I have to say this, if the students do not have any anatomy and physiology under their belts, they’re probably a bot already. [LAUGHTER] But moving on, one of the things I noted in looking through some of the modules that you’ve created is that you put in suggested times. And this is an approach that I know Betsy Barre has suggested in terms of a couple of variants of student workload calculators that she’s created. And we’ll include a link to our podcast with her about that. Could you talk a little bit about why you’ve included that and how you came up with the estimates of how long students are likely to take with each of these activities?

Tim: Yeah, absolutely. So I am a big fan of providing estimates or ranges with the students. Personally, whenever I build a course or rebuild a course, I use the Wake Forest workload calculator that they have on their website. I love it. I think it’s fantastic as a way to just get a general scoping. And this also comes from… I have to think here… I believe at this point it’ll change after 5:30pm today, but at this point, I’ve taught 184 sections of courses, and this has been consistent feedback I’ve had from the students I’ve taught, is it’s really helpful. When I look at the list of things to do, if there are like numbers beside it, that even if they’re not 100% right, they give me a way to kind of calibrate my brain. And so I have some idea about how to schedule out my week. I don’t know about you, John, but our students here, just because Flagstaff, if they’re residential, it’s just an expensive place to live. They’re not only full time as a student, they’re working two or three jobs on top of that. So being able to tell, like, where should I spend my time, what should I do first, is really important to them. So the estimates in this I kind of went and derived a couple ways. The first way was I went through and tried to turn my beginner mindset back on. It’s a little bit harder when you spend a lot of time in the field, but I tried to go backwards and work through this and get a feeling for how many questions do I need to ask if I’m just that average student who maybe has done anatomy and physiology I but hasn’t gone further, which is kind of the bar I generally see as an average in this class, and then I will fully admit, I have some unpaid help, called family members, [LAUGHTER] who are more than willing to go and jump in and just like dive into it and go and tell me what worked, what didn’t work. They’re all individuals who don’t have the background, so they represent that one extreme on the far end of their really having to learn everything. So that’s the way I got this rough estimate for what I’m starting with this term. And then one of the things I’ll do is, this term, as they work through the portfolios, I am actually asking for them to report back as they go and turn into each one about approximately how much time did you spend on each one, and so that I can better calibrate this tool as I move forward. And so we’re on a grand adventure.

Rebecca: I had some activities that I did that with students, and had them kind of mark their time and track their time, and I think it was just as interesting for me as it was for them to understand how they spent their time, or where they might spend more time than they thought. I can also see how, having times broken apart, even if they’re not 100% accurate for each individual student, it does give you the idea that you’re going to spend more time on this activity than this activity. This is maybe more important, and therefore I want you to spend more time on it. And it’s a way of conveying some of that prioritization that needs to happen, that students have a difficulty doing if they don’t have expertise in the subject.

Tim: Yeah, and I’ll say as well, I know, because I have these students in class every term, and I love them, but there will be some of them that will spend way too much time on one part, it’s the kid who’s clearly gone into med school, will do great as a physician, or whatever they go and pick, and hopefully this helps them keep on track where they’re not spending five hours in the first bit that should be 15 minutes, and then they panic about the rest of the thing.

John: Yeah, those relative weights are important just in terms of showing how much priority students should place on each.

Tim: Absolutely.

John: We know that active learning approaches, as you’re planning for this course, tend to result in increased learning by students and longer-term knowledge retention and more transfer ability. Yet, when students are asked about how much they feel they’ve learned when they’ve been using active learning, they generally report that they learn more in lecture courses because they feel that they’re not getting as much because they’re struggling with things and any gaps in their knowledge is becoming transparent, while if they’re sitting in a lecture class, they can sit there and nod and smile and everything makes a lot of sense. How are you going to sell active learning to the students?

Tim: That is great. And to be frank, you bring up an item here that is one of my favorite, just bizarre oddities, that I get to explain to my classes. So I have a couple approaches on this one, the first one is on day one, which, as we record, this is a couple hours away, actually, this is one of the first things I actually go and bring up, is to explain, this is not a lecture class. We’re not doing PowerPoint slide decks the whole class. Here’s why. And I explain all these points about the fact that active learning actually does make you learn more and, more importantly, helps you develop these skills that you’ll actually need to make yourself career ready. And that’s really important, and it feels uncomfortable, because you’re going to get it exposed, you’re going to learn what you know you know and what you don’t know that you don’t know [LAUGHTER] and that can be frustrating. It can be anxiety inducing. So I think the first bit is just calling that out, bringing it up, and just acknowledging it from the start. So I think that is part one. Part two is I have built in, and this is an item I actually learned from some fellow faculty at a conference about a year and a half ago. I actually have required work at the end of each week, which is a very short self-reflection that they have to do. And it’s 10 questions, and it includes things around this area, about like, preparation for class, what’d you learn? What you feel like you had a hard time with? …all of that, and I have seen that with just even holding them, of course, the same, that inclusion, the feedback has been phenomenal in that they really enjoy being effectively forced to pause after they’re done with everything and really think about what did they do this week, and then how do I improve for next week? And then I do think the third and final bit, which I realize I might be uncorking a can of worms here on you, John and Rebecca, but I use ungrading for all of the courses I teach, and in fact, for this particular course, I use a contract grading style. And so I do think that that is one major component, is utilizing that style that supports this active learning, where they know that they’re in this effectively safe space to work in, where mistakes are expected, and I’m not as worried about the mistakes. I’m more worried about the mistake I see you make 15 times in a row and not learn. So being able to get that feedback and learn in real time is really the key. And when they feel safe about their grade, I found that they’re much more willing to take risks.

Rebecca: That’s a lot to unpack on that first day.

Tim: Yeah it Is. It’s a big first day. And really, I’ll be honest, it’s the first week. It’s not really the first day, because as much as I would love to dive into how do we diagnose disease on the first day, they haven’t done anything yet.[LAUGHTER] So we can’t do that yet. And so it’s really the first week, I should say.

Rebecca: Can you talk a little bit about the Gemini Gem that you created, that students are interacting with, maybe a little bit more about what their process looks like, how you’re going to coach students around hallucinations, what’s it allowed to do when it’s interacting with students, and what other kind of constraints and guardrails you have in place?

Tim: Absolutely. So Gemini Gems, just for those folks who may not know, this is effectively a, let’s say it’s a tailored version of Gemini that we can instruct to behave in certain ways, or we can give certain knowledge background to that allows us to make a customized chatbot without having to go through the hassle of fully training your own chatbot. So this particular Gem was a bit of a journey over the last approximately three months, where I abstractly played with a range of different models, and for my own work and myself, I work around not only the Gemini bots, but also ChatGPT and Claude, just being like our big three and occasionally Llama, but I don’t do a lot in there. So the creation of the Gem really came about when I went and sat down and said, Okay, if I were able to spend time with every single student, one on one, how would I approach tutoring them? Because that would be our dream. They would learn so much, and there’s just no way, unless I can clone myself a bunch of times. There’s just no way. And I came to kind of three broad, I’ll say, pedagogical points I wanted the tutor to do. The first one being Socratic style. So I don’t want it to just go and lecture. All of the students I’ve taught for years and years now have been very clear. They don’t like that. They want to be involved. So Socratic style. So we’re going to ask a question. I might give you a little bit of a knowledge point, and then we’re going to expand on that, but I’m going to ask you to really use your brain and engage. Point two is that we want to assess prior knowledge and learning. So does Rebecca know about cardiac anatomy and valves, or do we need to kind of back it up and maybe go and cover the basics. So when we dive into a new portfolio, that’s really the first thing it does is to go and ask you a question related to where we’re about to dive into. So again, the heart is my jam. I’ll be very honest. That’s what I do a lot of work in. And so if we’re talking about cardiac disease this week, we’re going to assess, do you actually know about the heart. How much do you know? Is this enough for us to actually talk about disease or not? And if it’s not, let’s back it up and start there, and then go for it. And then the final one is that idea of the zone of proximal development, that idea that ideally we want to be asking a question that’s they’re getting about 80% correct, and so they’re encouraged, but not overconfident, because if they’re getting 100% correct, they think they know this and they really know about half of that. So those were the three bits I began with, and from there, I built out this prompt. The things it is allowed to do, it’s allowed to act in these three ways, and it’s allowed quite a bit of freedom to be in this encouraging form of a tutor that supports work and tells the student when they’re wrong. Because I think all three of us have probably engaged with a bot, and I know that Gemini can be one of the more challenging ones, where it cheers you on, even though it’s blatantly wrong. [LAUGHTER] We don’t want that, so it is encouraged to constructively criticize, I’ll say, when the student is wrong and help them correct that. What it’s not allowed to do, though, is also really important. There’s a whole component to my system prompt that gives it a rule set of what it can’t do. It’s not allowed to just fill out the file for them. It’s not allowed to write their answer for them either. It can help critique their work that they’re going and putting in to kind of help them improve it, but it’s not allowed to just go and do that for them. Those are the guardrails in place, broadly, in this one. And then, for this particular class, I think you also asked about things like hallucinations and background knowledge. I’ll start with the latter. So background knowledge, given the fact that we’ve been studying human disease for quite some years at this point, to go and say it briefly, like at least 100, I found that when I played with this by giving it some RAG files, so some files it can pull from, it actually slowed the bot down and didn’t improve the answers. Because realistically, when we’re talking about human problems, sites like Mayo Clinic, Medscape, all these free sites are already included in the build of the AI, so it already has all that. So what it really needs is more fine tuning to make sure it’s focused on, which, again, is a guardrail, focused on accepted knowledge in this realm from reputable sources, versus trying to give it a bunch of specific files that it then has to go through and search and find what it’s looking for. Now, I will say on the flip side, I have a different course that’s exercise considerations for special populations. So this is a little bit more of my background, exercise physiology wise. How do we do activity with a cardiac patient or a cancer patient or a child who has autism spectrum level three. And in this one, I did provide files because I found that especially with a topic like autism, there’s just so much out there that it can inadvertently get onto the wrong things, that it was better to give it position statements from major fields and bodies to go and pull from to make sure it stays locked in on where I want it to go. So that’s effectively the building of this bot. I have found that I can generally use the baseline system prompt around how this bot behaves and then add in some of the details I want specific to a course to adapt it fairly quickly. Finally, hallucinations. And so I got to ask, what’s like a favorite for you that you’ve experienced around a bot hallucinating a fun thing for you.

Rebecca: I don’t know if it’s fun, but something I’ve seen a lot is hallucinated sources and students claiming that they really do exist. [LAUGHTER]

Tim: My favorite was… now, this was back in 2023, so it has improved, I will say that… But in class, asked it for a weight training plan for a adult who was 85, had never worked out in their life and just wanted to play with their grandkids, which was a example form of a client for that class. And it gave them Olympic lifts on day one. [LAUGHTER] It was like, we’re doing clean and power jerks, like, what are you doing? No, absolutely not. So hallucinations, as either or both of you may have seen, openAI released a white paper at the end of last year where they supported that currently, mathematically, hallucinations are going to happen, period. It’s not a thing that can be fully wiped out, and that’s just the reality we’re in. So what I actually do is they work through the portfolio, then their task two behind that is, by the end of the week, we are going covering that working content, I actually give them my key, and they’re in charge of actually reading through this key and going saying, were there any points where my answers weren’t quite correct? And I actually view that as a valuable skill, because we’re working on going and teaching them that hallucinations exist. Bias exists in these things as of right now. They always will. Hopefully, maybe there’s a way to wipe that out in the future. Right now, it doesn’t seem like there really is. So we’re going to not only use it for learning, but then we’re going to check ourselves against a known source to see where might it have led you astray. And I’ll be honest, that is one of the big unknowns, because, yeah, I’ve done some testing within a small group, but once we roll it out in this semester, it’s going to be north of 100 students who are going to go and do this. We’re going to see what is the actual rate of students having incorrect answers. If it becomes too great, then we have some tuning we need to do on the spot.

John: I hope that you’ve asked the bot to ignore anything coming from the CDC since January of 2025. But going back to the issue of assessing student work. You mentioned you’re using ungrading, but yet you still do have to assign grades, typically at midterm and at the end, but you do have students reflecting each week on what they’ve learned and their progress. So how are you connecting their assessments into those grades? And how often are you doing that?

Tim: Yeah, there’s a couple things I do, so starting with the smaller items in class, let’s pretend like we’re about to walk into week two. So you’ve done the week two portfolio. The moment I go and hand that in, I can immediately get to the key, which is the goal is they can go and get to it right away and see, were there any problems there? And now we’re in class. The first thing we do every week, day one in class is we start, they get into their groups that I pre assign. And to be very honest, until week six, it’s just random. I want them to work with a bunch of people in that class. So they get into these preset groups, and the first thing we do is a tRAT or team readiness assessment test. Now I’ll kind of pause here, because I know it’s a mixture here, John, I’m going seeing a nod and a smile. I feel like you’ve used this. Is that right?

John: I haven’t used it myself, but I do know how it’s used in team-based learning.

Tim: And Rebecca, is that a thing you’re aware of, or would you like me to kind of walk through like, what is a tRAT?

Rebecca: I think for our audience, we need to walk through.

Tim: Awesome. So a tRAT is probably one of my favorite tools for in-person classes, because I effectively get to trick my students into taking a quiz in class that they like taking, which is quite an experience. So this is a multiple choice quiz that you can use these cards that are pre-keyed. I will admit that I’ve actually moved to running a Google script on this. And the idea is basically they work as a small group. So I do groups of three or four, no larger than four in my classes, and what they have to do is, as a group, they go and decide, hey, for question one, we think the right choice is B, and they go and click on it, and if it’s wrong, it will go and turn red and say, try again. So they have to reason their way through and every time I’m wrong. I’m reducing the amount of points I could earn for that one. So because I use four choices in mine, if I get it right on the first thing we choose, it’s worth four points. If I don’t, it goes down to two and then one and then zero, because if you clicked on all four, you truly have no idea what was right or wrong there. Now for my classes, for this term, because I want them focused on their knowledge, and what do they know, and what do they not know? All that they have to do is report what they got, and if they’re there in class and do it, they get marked as all done with that. With that, I know I’ve heard feedback from other faculty being like, “Well, if that grade doesn’t go in the book, don’t they just not try?” And I actually go and say, like, “No, that’s actually the opposite of what I see is, they know how they did, they don’t like not doing well [LAUGHTER] in the class, especially if they spent all this time engaging.” So what they do is, I see from effectively week 2 to week 14, the grades just keep increasing, week over week over week. And what I actually do with these is, instead of just regurgitating what they just learned through the portfolio, we actually take one step more advanced, and I have 15 questions organized, usually around anywhere between four to six major conditions we’re going to cover. And we ask questions that are more advanced and more case application work, where if you don’t understand the background, you’re not going to get this right. And because it’s forcing them to do peer-to-peer engagement and reason through what is right or wrong, it requires them to really assess their own work and knowledge. So that’s a bit of it is, in class that goes and gives me a timestamp, because every single attempt I see live… that goes back to a Google sheet. So I see everything, I can see where we are right on the first attempt, where are we not. Where might we need to refresh on day two, and then the really big bulk of it is around that what happens after the tRAT? And what actually occurs in my class after that is we’ll spend that last hour of that first day and then an hour fifteen on our day two doing some quite advanced application work. So as an example, one week when we talk about pulmonary conditions, they go straight from the tRAT into learning what a SOAP note is. So, for those who don’t know, this is a way that we write a note in more of the clinical medical field. So they learn about this way of writing notes, and then they, as a team, actually work with a bot that I will assign them that acts as a patient, and they have to produce a SOAP note for that that they then have to present to the class on day two. So it’s all, can they pull out the right information? I f they think it’s problem A, they think it’s pneumonia, what other questions do you need to ask about that? And that’s our weekly work. And all of this at the really end of the term leads up to the culminating project in our class, which is three parts. For this class, this is where I’m really assessing them on what do they know? And they can revise and improve. They pick a disease that exists today. So as much as smallpox is fascinating, it doesn’t exist, except for in labs and hopefully never out in our globe again. And so they pick a thing that they find intriguing. The first bit is they have to do research and write me a historical overview of this disease and how it has impacted our health over time, including, how has it affected our clinical past, how has it affected our public health past, our policies, all of that stuff. So it’s this really overview, big scale idea. Number two, they go and take what they just went and wrote there and turn it into fact sheets. Now a fact sheet, I guarantee both of you have seen before, because if you’ve been into a physician, they have those things like: “Get the flu shot, now. Here’s why.” That’s a fact sheet. So they have to write one about their thing that they picked for a general adult, one for a physician, and one for a person who might be in Congress and might be making policy. So it requires them to take this knowledge and turn it and go and say, “What does this general adult need to know? What does maybe a physician need? What does a policy maker need?” And then the last of it is, and we’re ramping up into this, is they’ll actually give a presentation in week 15 of our term, where they have to propose a potential public health program that would help within a certain group of people for this thing and improve their health, which requires them to really thoroughly not only understand the disease, the processes behind but also the populations affected. How might we reach those groups? How do we help them, like, what are they lacking? And then, how would we actually go and reach them? And for this group, that’s usually their first time they’ve ever done this, so that’s a big ask, but they have the knowledge they can do it successfully on that. So really, a lot of it is around the projects, but everything builds up to those projects.

Rebecca: So it sounds like, with all the project-based learning that you have in here, you’ve certainly been thinking a bit about student use of AI and its potentials for cognitive offloading and academic integrity that we know come up in many conversations around AI. Can you talk a little bit more about the reasons why you chose some things and how that might relate to academic integrity issues?

Tim: Absolutely. So I think this is the core of a conversation we could have for hours on here. I have students every term who it’s very clear that a paper and assignment was written by AI. I don’t think that’s going away anytime soon. And [LAUGHTER]] the reality as well is there was, and I would have to go find it again. But there’s been quite a bit of work that’s shown that the majority of employers are expecting them to walk out of a college with some generative AI skills. So we need to be going and teaching this. And part of that is we need exposure. So for myself, I think there’s a couple parts to this question. The cognitive offloading is an item that, again, I do address in week one or week two, just kind of, depending on how week one rolls about just having kind of a very open discussion at the start of a class for about five minutes. About these are the risks if you, for example, try to acquire foundational knowledge and you just offload that to the AI writing the assignment for me. These are the risks that are run, and here’s why I don’t want you to do that. This bot that I am getting you to work with is specifically designed to force you to learn and think and then actively engage in this to help prevent that. So that’s the first bit. The second bit as well is we do actually go and talk about throughout a class like this, we go into a little bit, and I will fold this in maybe the first five minutes, kind of threaded throughout the term, we go and talk about more of this ethical or philosophical component with AI usage, because it goes beyond just things like power and water that is used for going and training these bots. And we do go and talk about that, but we’re beyond that here, and we go and talk about things like, “Well, what is the purpose of learning? When do we use these as an enhancement versus using it in a way that’s going to go and detriment your learning and your skill development? How do we avoid that?” And I’ll be honest, this is not the first term I’ve gone and spoken about these. I’ve done this for a couple terms now. And the feedback I’ve heard, which I suspect both of you will have heard if you have gone and done this before, is that students actually really appreciate it, because a lot of our kids, especially right now, they were in high school during the rapid pandemic lockdown era, and then maybe hybrid, and then maybe [LAUGHTER] back into lockdown. And what I’ve heard from them is they were threatened, and they were told by a lot of the folks in high school, and then moving into being freshman and sophomore, “If you use this, I’ll fail you out of the class, you’ll get expelled.” And so they’re afraid to admit any type of use. And nobody’s talked with them about, how do we develop this as a tool for your toolkit versus replacing your brain. And once we actually get into that, then we can actually explore this region in a much more effective way. So I think we need to have an open talk about this, and then as we build out parts of the class providing the guidance they need. So for example, for the paper that we just spoke about, that historical paper, they’re allowed to use an AI, and I have this built right into that. I’m fine with them if they want to go and use it for brainstorming, for helping them outline the paper, feedback on their own work, feedback on the paper. And I want to hear their voice. I want to hear their writing. So it’s not allowed to write the paper for them. I want them to write it. So I think it’s both the education and then being very clear about what you want them to do or not do, and then why.

John: And given the nature of the assignment, they’re already seeing how AI can be useful in assisting them in various ways that can carry on into their future careers. And the ungrading aspect of it also takes a lot of that pressure of grades off, allowing them to focus on learning. So, those are approaches I’ve recommended to many people trying to do these things. If we can show students how AI can be useful, and if maybe we shift their focus from getting the highest grade to learning the most, it can have an impact.

Tim: Yeah, well, and that, and I’ll go throw out a third one here, building them a box and allowing them the freedom to explore in that box. So I’ve told them what parts they need in the paper, but I’m allowing them to pick a disease that they actually want to research out, and that is a huge help, because when they want to do the work, I’ve had some phenomenal work done where I read it, and I’m like, man, you’re a couple reviews away from being able to publish this as like an undergraduate, like this is phenomenal.

John: That can really tap into intrinsic motivation. I know when I give students freedom in the choice of their projects or topics, they get so much more engaged than if they’re given a list of things they have to do.

Tim: Yeah, totally.

Rebecca: There’s a lot of steps week to week. There’s a lot of things that students need to do. In my experience, people don’t always read all the instructions [LAUGHTER] and maybe don’t follow through in the ways that we’re expecting them to. How are you hoping to prevent some of this? Especially because there’s a lot of steps in “this unlocks that” that can prevent someone from making progress during the week.

Tim: Yeah. So first one is, I have, unsurprisingly here, I’ll say I do have very clear instructions on like, what to do each week. And as you just said, some students just don’t read that. And the first thing that they do is, “oh my goodness, I can’t see the week,” email the professor. So the first bit is, I have learned how much instruction is enough versus how much is too much, because if it’s just pages and pages, they just won’t read it. So how to be succinct there? Part two is, for example, for the first portfolio, we’re going to actually start that in class. So that’s our day. We’re going to actually spend about half the class, and we’re going to sit there and work on it in class. So I’m available right then and there, and I make sure that anytime we have something new happening in a course, and this is the exact same in person or in an online course, is that I, at the start of class, I’m very, very clear both of the days about this is exactly what you need to do. And yes, that will not catch 100%. I still get a student or two out of 40 who are like, “Oh my goodness, it won’t open up. What am I doing wrong?” And I just have to go, remember to turn in your portfolio and that will unlock over the weekend they’re like, “Oh yeah, I recall that now.” So that has been kind of the path I found that works well, is to introduce complex things in class, including the projects, allow some free time where I can help them immediately, and then follow up with regular reminders of what to do.

John: Northern Arizona University, as Oswego does, has a site license for the use of Gemini. Would this work as well if all students didn’t have the same equitable access to a platform?

Tim: Yeah, that’s a big question. And in fact, I’ll say to throw a complexity here, we not only have the Gemini, we’re a Google, and we also have Copilot. I have no idea why, but we do. [LAUGHTER] So, we have lots of fun stuff. Without that, I think that even if you were to use the Gemini free version, that still gives you sufficient usage and space to be able to do a thing like this. The big asterisks I throw on there is making sure that we’re 100% transparent with our students about the fact of, “Hey, we don’t have a license. We’re going to do this. We’re going to do it through the Gemini bot, because the context window… for those of you who maybe that’s a new phrase, that’s basically the memory like in quotes for the bot… is gigantic, and the usage terms for the free tier are quite large enough to do this task. That anything you put into this bot, they could use it to train so don’t put anything that’s personal information into this bot. And I think that is a very good thing that we just need to teach in general, because there are a lot of students I teach who, one, they haven’t been told that they actually have this Gemini license for Ed that we pay for and that it’s all private. They’re going and using the ChatGPT free version, and they have no idea that they’re training on their data, unless they go to, like, flip off like a switch. And so that’s the first one, is we need to go and explain that, because there are students who, once they go and learn that are like, “oh my goodness, I put some very private stuff into here. I had no idea.” And then also thinking about the use in the class, for this class, for this purpose, we’re not asking them to reflect on anything. It’s straight disease and some biology learning. There’s nothing there that should put any personal information at risk. So I think it is 100% doable with the free license if I don’t have it. I think you just have to pick your bot wisely, because I’m a Claude person. I love Claude, and their free tier is very restrictive on the amount of use you get each day, so that’s not a good pick for this.

Rebecca: So we mentioned at the top some of the other ways that you’re using AI in your research. Can you talk a little bit about what that work looks like?

Tim: Yeah, I’ll try to be brief here. So I am a researcher on what’s called the ASD3 project, which is a joint project between the Oregon Health and Science U. and our institution. We have a PI here that I work under, and under that I work on the machine learning and deep learning, I’ll say, arm of the project. This is a multi-million dollar piece of work that looks at better understanding the autism experience for children, specifically around the disparities in the diagnosis and access of care. So a lot of data work. We work on several big code sets, so my work is mainly around using these advanced models to better understand where are these present, and how do we address them? So that’s that work. On the tribal health part of it. This is actually what I am planning on doing for my own doctoral research, is around trying to expand the availability of, specifically, heart care. So the cardiac rehab that I am trained in working on to individuals in a tribal space. The reason for this is that, based on some research we have, not only is heart health a major health burden within this space, but the relative risk of death from a heart-related problem in American Indians is somewhere around 53% higher than the average white adult’s, which is shockingly high. It’s the highest of any group. So, within this space, we also know that rehab is a thing that if we can get people into it, it dramatically drops the rate of a first event being like a heart attack, or if they’ve had their first one, their next event. But the problem is this, this is usually done in a hospital. And if you look at Navajo Nation, this is an area the size of West Virginia, they only have 13 hospitals total in that entire space. It’s very difficult to get to this, especially if you’re working full time, especially if you happen to be a farmer or you ranch or do both. So it can just be non feasible. So my work is focused around developing the foundational knowledge that I’ll take forward after I’m done, into the actual building of a generative AI that can supply this as a service within this space, and that is based on a very engaged approach, where we are working with folks from this space to help drive what does this AI look like? How does it engage? What do we do with cultural adaptation work? Because this is not my lived experience. It’s where I have knowledge, but it’s not my experience. It’s a different form of, a culture, a background, than what I am. So I am working on working with the tribes to be able to better drive what does this AI look like that we eventually build? How does it engage? And so that we’re not trying to walk in and propose a thing that doesn’t actually work because we don’t know what needs to be done yet. And so that’s, briefly speaking, the forms of AI that I do research on.

John: Some very valuable areas of research.

Tim: It’s exciting and frustrating at the same time. [LAUGHTER]

John: So we always end with the question, what’s next?

Tim: Yeah, in two hours, I’m going to go and see how this learning portfolio lands. That’s really what’s next for me is in two hours, we’re gonna dive into this for the first time for the entire class, and it’s no longer a trial. It is on the ground running. And yeah, I would love to do like a follow up, maybe in the summer or the fall, and we’ll actually have some figures and data and student feedback on how did the portfolios go? How did they change the class?

John: That would be great, and we’re looking forward to that conversation, so we’ll keep in touch.

Tim: Yeah, for sure. And I would just like to say, I do appreciate the time to chat, because I’m very excited about what we could do with AI in our space,

Rebecca: And it sounds like you’re finding ways to use it in all your spaces.

Tim: Absolutely.

Rebecca: So thanks for joining us. We appreciate your time and expertise.

Tim: And thank you, both of you.

John: Thank you.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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428. The Science of Learning Meets AI

The widespread adoption of and the rapid evolution of generative AI platforms have created substantial challenges for faculty in how we assess student learning. In this episode, Lew Ludwig and Todd Zakrajsek join us to discuss a new resource they have created that is designed to help faculty use AI to efficiently support teaching practices based on the science of learning.

Lew is a Professor of Mathematics at Denison University, where he served as Director of the Center for Learning and Teaching from 2020 to 2025. Much of his recent work has focused on innovative methods for utilizing generative AI. Todd is an Adjunct Associate Research Professor at the University of North Carolina at Chapel Hill, from which he just retired a few months ago after 17 years. He is also the Director of the International Teaching Learning Cooperative and the Director of four Lilly conferences on evidence-based teaching and learning. Todd is the author of many superb books, and has published six books (so far) in the past five years.

Show Notes

Transcript

John: The widespread adoption of and the rapid evolution of generative AI platforms have created substantial challenges for faculty in how we assess student learning. In this episode, we explore a new resource designed to help faculty use AI to efficiently support teaching practices based on the science of learning.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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Rebecca: Our guests today are Lew Ludwig and Todd Zakrajsek. Lew is a Professor of Mathematics at Denison University, where he served as Director of the Center for Learning and Teaching from 2020 to 2025. Much of his recent work has focused on innovative methods for utilizing generative AI. Todd is an Adjunct Associate Research Professor at the University of North Carolina at Chapel Hill, from which he just retired a few months ago after 17 years. He is also the Director of the International Teaching Learning Cooperative and the Director of four Lilly conferences on evidence-based teaching and learning. Todd is the author of many superb books, and has published six books (so far) in the past five years. Welcome, Lew, and welcome back, Todd.

Lew: Thank you.

Todd: Thank you, Rebecca,

John: Our teas today are:… Lew, are you drinking tea?

Lew: I am. I’m usually a coffee drinker, but I have a lovely Cha Atiso. This is a Vietnamese artichoke tea, which a student brought back for me from the summer, and I’ve really, really been enjoying that. So that’s my tea for today.

Rebecca: What does it taste like?

Lew: It’s got a little sweetness to it, which I like. I don’t put anything in it, but I really enjoy it. And it’s supposed to be healthy, no caffeine, all that sort of stuff.

John: And Todd, are you drinking tea?

Todd: Yeah, I went with a roasted dandelion spice tea. It says detox on the package, and I can always use a good detoxing. So I’m doing that and sipping it from my favorite cup. Mmmh.

Rebecca: That’s right, the tea for teaching mug.

Todd: I have my tea for teaching mug here. I never leave home without it. Actually, I never left it home. [LAUGHTER]

John: And Rebecca?

Rebecca: I have a Swiss Breakfast tea, John.

John: Very nice… on a chilly morning here in upstate New York. And I have a ginger peach green tea today.

Todd: Wow. Quite a variety.

Rebecca: Nice, this big variety. So we’ve invited you here today to discuss your newest book project, The Science of Learning Meets AI: A Practical Faculty Guide to Purposeful Integration, Student Engagement, and Ethical Practice. Can you tell us a little bit about the origin of this book?

Lew: Yeah, sure. I can get us started on that. So as you know, Todd and I both have backgrounds in teaching centers of faculty development. And our national conference is something called POD, Professional Organizational Development Network. And in 2024 we were at that conference, and here ChatGPT had already been out for about two years, and we were still kind of struggling with the idea of, how are faculty supposed to use this? A lot of the questions we were getting is, “Hey, how can I use AI in my classroom?” And it wasn’t until this conference was up in Chicago in 2024 where we realized we were asking the wrong question. It’s not really how to use AI in the classroom, but instead, maybe we should be thinking about, why are we using AI?

Todd: Yeah, and actually, I’ll jump in too, because Lew went right to that technical part and everything. Another thing that happened, which is why I love it when people get together, is Lew asked me if I would help out or just talk to him a little bit about some of the science of learning, because he wanted to really work on this project with bringing AI into this, explaining why it’s important to use it. And I said, “Well, that’s interesting, because I just started to outline a book that I want to do on AI, and I was going to check with you about the AI part, because I got the learning part down.” [LAUGHTER] So we just said, “What the heck, we’ll do it.” And Lew didn’t know me very well at the time, so he said, “Yes.” [LAUGHTER] Anyway, we made it through. But the big thing was that we really wanted a book that would teach faculty and help them understand the learning theory behind why the learning happens and everything else, and use AI to augment that. So this isn’t like using AI to do things, it’s using AI to help us do the things that we’ve been doing.

John: You start the book by acknowledging that faculty didn’t ask for this AI disruption or for any of the evolutions of this. Why start with this instead of with excitement about AI’s potential?

Lew: Oh, it’s called learning from one’s mistakes. So again, ChatGPT came out in November of 2022, by August of 23, I remember on my campus, we had a fairly large across the board faculty meeting about AI. It was about a half-day session. So administration was there, IT was there. And as the Teaching Center Director, I gave probably a 90-minute session on, “Hey, here’s this new technology and how we might be able to use it in our classroom.” And what happened was, just by saying, “Hey, here’s how we might be able to use it,” some folks labeled me as AI pro. So I was just pro-AI, hey, you talked to Ludwig, and he’s just going to be all in on AI. And that was almost like my scarlet letter [LAUGHTER]that I was wearing around campus to some folks. So I learned from that. So any of the workshops, any of the things I do since then, I start off with this exact phrasing, just to kind of level the playing field here, I say “You didn’t ask for this. You didn’t request an unregulated, untested, and rapidly evolving technology to suddenly upend education and nearly every other sector of society.” Now, I’ve been delivering that, like I said, quite a few workshops. I did it back in August for a group of high school teachers in Richmond, Virginia. They applauded me. [LAUGHTER] So it’s just kind of getting it out there and acknowledging it that, yes, this is a disruptive tool. We kind of have to acknowledge that grief and then kind of move on from there.

Todd: Yeah, I would say too, is really, I really thought Lew had a good handle on that part of it. I wouldn’t have put that in there, quite frankly, for the book here, and Lew was pretty insistent that it go in there. But as we started talking it through, I realized I always started any COVID workshops this way. When we were doing emergency remote teaching, if you just started talking about emergency remote teaching and didn’t acknowledge just all of the stuff that happened with COVID at the time, on the number of deaths, for instance, you can’t just jump into something and ignore it. So I think that Lew had a really good point here, and then I started pulling together what I did with that, with what he was talking about. And I think the whole concept is we started thinking within the book of, how do we do this? To recognize people are grieving, that they’re struggling, and we say it’s hard that we see you there, the frustration is real. Teaching is changing, just as it did with COVID. We don’t have a choice of that, and AI isn’t going to go away, so let’s recognize what’s going on, and recognize even some of the impact of AI, and then from there, then move on with a sense of acknowledging what’s going on.

Rebecca: It’s almost like you’re modeling some good teaching practices there. [LAUGHTER]

Todd: Kind of. Periodically it happens.

Lew: We try.

Rebecca: This adapt, create, embed, progression, the ACE model, is used throughout the book. Can you talk a little bit about what this looks like in practice for a faculty member who’s never used AI?

Lew: Yeah, so this work kind of, again, developed that starting point back in November of 24 after we had that initial meeting in Chicago and started to realize we needed some early wins for faculty. So we got a lot of faculty out there who are kind of hesitant about this new technology. And if you gave them something like a prompt or something that didn’t work, they’d be just like, “See, I told you, this AI thing, it’s a disruptive thing. So we’ve been workshopping this quite a bit early January onward, and refining the model. Originally, you ready for this? It was, instead of adapt, create, embed, it was improve, create, integrate, which, as an acronym, is icky. [LAUGHTER] We didn’t think that would land very well, so we went with ACE instead. So for example, the adapt, that’s kind of the easiest win. So what you do is, you take an existing assignment, you have that assignment that it’s a big project, but for some reason, it just doesn’t land with students. They always hand in something a little bit different than what you asked for. Well, that assignment’s begging to be TILTed, right? So Mary-Ann Winkelmes has this idea of transparency in learning and teaching, and it’s a technique that you can do for your assignment to make sure that your students understand why they’re actually doing the assignment. And it’s a kind of a three-step process. And AI is great at TILTing your assignment, and faculty members can take an existing assignment that they have. They’re experts on that assignment. AI can help them TILT that with this framework, and then they can see how that might better fit into their language for their course, and help improve what their students are doing. And the TILT framework has been really good. It kind of raises all student boats. But in particular, it does well for underrepresented and first-gen students do exceptionally well with this. So again, just kind of an early win with the adapt model.

Todd: Should mention quickly that we kind of started out and we based a lot of this on Ruben Puentedura’s model of SAMR, which is the substitution, augmentation, modification, redefinition for all of technology. If you have any new technology out there, you started with substituting it. How can we do this instead? You can augment it. And that’s a really interesting model. Didn’t quite work with what we were after. And so Lew had lots of workshops he had been doing. And so we kind of used that as a foundation. But as Lew just pointed out, the adapt, which would be similar to that original substitution, is to get you rolling. And I’m going to go ahead, Lew and take I’ll take the other two real quickly. So next is create. And essentially, it’s looking at how you can do something that you really couldn’t do before. And there’s lots of things that are out there that we could use for this one. We’ll talk a little bit more about those, probably later on, as we’re looking at some specific examples. But when you think about what you can do and couldn’t do before, one quick thing is a daughter, one time, was struggling with something, and she said, “Can you help me?: And I said, “I’m busy right now. I can help you a little bit.” 15 minutes later, I said, “I can help you now.” She said, “Oh, took care of it.” I said, “How’d you do that?” She says, “Oh, I just got on a group, a small online group, and then we solved it together.” And I said, “Who was it?” And this was years ago. And she said, “Oh, there was a student from Germany, one from South America, somebody from Nebraska, and myself.” That was never possible before. And so many things in AI do things like that. They’ll set up things we could never do before. So the “create” is, how can we do things different? And then once you’ve adapted it and created it, the next thing is, just embed it. Just make it part of the regular aspects of your course. How do you do that? And what we like to point out over and over again is that, you do this wherever you’re at. If you’re just getting started, you just adapt some things you’re doing. And that’s where Lew is really good at setting some of those things up. If you’re a little bit nervous, just take something you’ve always done, do it with AI, do a little bit better, faster, and then just get started, but don’t get overwhelmed with it.

Todd: And the other thing about doing with something you’ve already done is then you’re the expert, and you can critique what AI is doing for you. I wouldn’t go off and learn a brand new subject you learn using the AI, because I’d have no idea. But again, coming from that wheelhouse of your own expertise, don’t forget you are the expert with the content as well as your students and context. So keep that in mind whenever you’re dealing with AI.

John: And that example you use of the TILT model is a good one. I’ve given workshops to faculty about it, and a lot of people were reluctant to put in the effort to make all those changes. But when you show them how AI can do that, or better yet, if you share perhaps a prompt, or if you share a GPT or a chatbot tool that they can plug in their assignments to and their learning objectives, and it can do it for them, or at least give them a starting point on it, it makes it so much more likely that people are going to do that. So you talked a little bit about the ACE model, which is used throughout the book. But could you tell us a little bit about the organization of the book?

Lew: Yeah, sure. So the book’s kind of broken up into three parts. The first part, we call it “Creating your own Gen AI roadmap.” And again, chapter one, you didn’t ask for this, but here it is. So just kind of, again, acknowledging that situation that we find ourselves in and how to move forward with it. Then in chapter two, we start talking about what it means to think about shifting our teaching in the world of generative AI, so the idea of being transparent with our students and how we’re using it and setting up good communication with them, and then also the idea of as faculty members, as we’re embracing this, we really have to be curious and flexible as we work with this technology. We’re always pushing our students to take risks, be flexible, be curious. Well, guess what, that shoe is going to now fit on our foot as we try to move forward with this model.

Todd: So that kind of got things up and running, and then we kind of ran right into the learning aspect of it. Just to give you an idea of the book, I guess is probably the easiest way to do this is. Chapter four is on universal design. I’ve been a long time advocate of universal design, and I think AI can be now done to do things that were really challenging before. So we did dedicate an entire chapter to universal design. Then chapter five, we really thought community was important. So chapter five is about building classroom community and trust, looking at belonging, engagement, and integrity, kinds of issues. Chapter six comes into backward design, a huge aspect of teaching and learning, kind of knowing where you’re going as your goal. And then chapter seven is looking more at learning science of cognitive load, attention, spacing, interleaving, retrieval practice. And that’s the “building the foundation section.” And the last section of the book, section three, is for kind of deeper learning. We looked at some things about teaching and learning that just we know works well. So chapter eight is guiding students from novice to expert. We put together in that section zones of proximal development, scaffolding, and the gradual release of responsibility as ways of helping students kind of go into deeper aspects of learning. Chapter nine is on strategic learning. So we looked at transparency, TILT, cognitive apprenticeships, metacognition and those types of issues. And then we wrapped it up with chapter 10 of persistence and motivation. So there we pulled together the concept of self efficacy, growth mindset and self-determination theory. So the chapters have two or three strong learning principles to them, but they’re put together in ways that not only help explain the individual things, but also overall this concept, like persistence and what kinds of things go into that. And then the last thing I’ll say, since I’m on a roll right now, is overall, I think we really thought it to be helpful, repetition is just helpful for learning, right? We know that. And so we did is we built a book that has strong repetition. So chapter after chapter, we basically started with chapter four, and then we go all the way through chapter 10, and it’s set up so that there’s always an opening story or anecdote to set it up, which we’d want to do for just getting the learning focus there. Then from the model, there’s an improve activity, and then we look at the science components, and from there we might be looking at metacognition or Bloom’s taxonomy or something. So that comes into the second two parts of the model. Here we have a create and then embed, those activities are in there. And then we talk about the ACE model, and we have more activities that come into there. Then we look at risks and guardrails. And again, we’re going to acknowledge everything has risks to it. We’re not going to just pretend like it’s all great. And then we have a conclusion, pull it together, and we finished every chapter with discussion questions and reflection questions. So if you’re a faculty developer and you want to use this as a book group, for instance, we’ve got your discussion questions already built in, but for having faculty work through it, there’s reflection questions in there. The last thing I’ll mention is that we talked really extensively about how to cite this stuff, big APA kind of person, but we really wanted this readable, and so we went with a model where we put everything in as end notes, so as you read through it, you don’t get the standard citations with dates all the way through it, it just reads like a novel, almost, and I think it’s really easy to read. So you don’t have to read it cover to cover, although you should, [LAUGHTER] maybe three times. You can just go through and pick out what you like, but if you do go through, we’ve actually built it so that you start with simple kinds of examples and move to more complex ones. And Lew is masterful at putting together how to like, ask questions and do prompts and specifically with a separate font in there, we just have paste this in and add your components, and it spits out the answer. Pretty cool.

Lew: So what Todd’s explaining there is, we have a lot of different techniques. We have things called activities as well as examples. So each chapter has six activities, which are kind of page-long discussions of how you might use AI. And it’ll start off with some prompting, like he said, in that different font, but you put it in your context. We don’t do this: “Oh, a biologist would do this. Now you do it for yourself.” You actually, in the context of this thing, put in your information so you’re directly dealing with it. So we have, like I said, six of those for seven chapters. So 42 of those things. Each one could be a workshop. And then also we have smaller examples for seven chapters, we have 12 smaller examples, which is another 84 prompts. Those aren’t prompts, those are just more ideas. But Todd mentioned this idea of meta prompting. We give you a way to turn those examples into a prompt for yourself. So you’re using AI to create your prompt for you, and I think it’s called meta prompting, so that’s what he was referring to there.

Rebecca: There’s a lot written about the science of learning and Todd, obviously, you’ve written some books on the subject. How did you decide what science of learning concepts to include?

Todd: I just put a whole bunch of stuff in there. And then Lew started saying, “Nope, nope, nope.” [LAUGHTER] No, we got along great on these things. It basically boiled to Lew does tons of workshops, I do workshops, I think I’ve been at 300 campuses so far. So I looked through the different presentations I’ve given, and when things kind of hit and when they didn’t hit. Cognitive load is something a lot of people just don’t quite understand, and is a huge foundation of learning, because within cognitive load, you’ve got automaticity and schema activation and all kinds of different things that are practicing retrieval kinds of things. So I just went back to the warehouse of stuff and picked the things that worked, which is what I still think is really, really valuable about the book, is that these are things that work, and it’ll help explain them as you go. Big things like the metacognition, Bloom’s Taxonomy, cognitive load, automaticity, practice, retrieval, interleaving, the kinds of things we’ve heard. And it was hard, I will say, Rebecca, it was really hard. There’s a lot out there. I mean, obviously I got what is it a 270 page book on learning. So how do you just fold in some of that? And so, it doesn’t have everything, but I think it has the big things.

John: So you mentioned before that AI allows us to do things that we couldn’t easily do before. Could you give us an example and walk us through that in terms of how AI could be used to create learning activities that could not be done as easily in the past.

Lew: Sure, individualization of instruction. I’m at a pretty small school here at Denison, but I could imagine, wow, what if I was teaching a class of 400. So I might end my class here at my small school with, you know, a muddiest point, I get 20 responses. I look those over, what did students struggle with that day? And then next class, I can kind of address that. Imagine if you had 400 students, what could you do with that? Well, now, with AI, you can take this classroom assessment technique of muddiest moment and, on the spot, have students type their prompt into, say, a Google form or something like that, and as maybe the students are off working on some kind of project or discussion together, within two or three minutes, you could use AI to organize those muddiest points and give me the top three things that these 400 students are struggling with, something that was just was not even feasible before. So I think you know, at scale, this thing can be really useful for those types of examples. And with regards to CATs, the classroom assessment techniques, Todd’s got a book of like, 50 of these things, right? So there’s so many things that you can kind of do on the fly that AI can then help you with, kind of the managerial stuff, just the paperwork thing of keeping track of that stuff so you can respond in the moment for what your students are doing.

Todd: And Lew, I appreciate you mentioning that book, it’s interesting, got me thinking real quickly here. So that book is Classroom Assessment Techniques, which not too many years ago was like the standard. Everybody had a copy of this thing, and they did because the first edition was 1988 I believe it was, second edition was 93 though, and in 93 was right about the time we started talking about learning versus teaching, and how would you know if students are learning? And along comes Angelo and C ross, their book was out, I guess, already, and so it explained it. I mentioned this quickly because I then worked with Tom Angelo to do the updated version, the third edition, which is now out 30 years after the second edition. And the second edition was still selling, but we were removing things like “hand out papers to the students, have them respond on the muddiest point, and then take them home, but make sure you don’t ask questions that you don’t have time to respond to. Don’t ask elaborate things because it will take too much time.” Lots of stuff about CATs was about being careful not to overwhelm yourself. And if you think about that in the old days, that’s what you do. Pieces of paper were handed to, you’d read through them and everything. So we took out things like “share your results on the overhead protector,” and those are gone, and then we replace them with things like Lew was saying is, just put your students into a small think-pair-share, have them respond to this thing with a PollEverywhere or something, and then while they’re talking, then come up with the four muddiest things going on, and then teach those in the second half of class. And so, all of those classroom assessment techniques that we’ve been using for 30 years can now be made easier with AI. So I’m really excited about this.

Rebecca: You mentioned earlier about the chapter on Universal Design for Learning, and I know you’ve been a long time advocate, Todd. Can you talk a little bit about how faculty can use AI to design courses that are better for diverse learners and really have kind of access in mind, rather than retrofitting accommodations.

Todd: Yeah. So number one, I think the thing to point out here is, so I teach, this Lilly teaching conferences. They’ve been around for a long time. There’s different types of sessions that I’ll include in the program, and some of the sessions, and I talk to the presenters about this all the time, some of the sessions are just hot topics that you know are just going to go: engaging students in asynchronous classes, it’s going to fill a room. How to do active learning strategies, going to fill a room. They always have. Sometimes you have topics, though, that you put on the program because you have to talk about them. And if you don’t put them on the program, even though they’re not popular, then it doesn’t get picked up. And I remember putting sessions in the late 1990s, early 2000 about diversity that would have four people in a room, and individuals would say “there’s only four people in there.” And I’d say, “We’re still putting it on the program.” UDL was another one, anything on universal design, I can tell you I’d put in the smallest room in the conference, because it would be a great session, but it would draw like seven people. And one of the reasons it didn’t draw many people, and quite frankly, across all of higher education, people might love the concept, it’s really hard to do. If we’re going to do things like multiple means of expression, which is a key factor of universal design, it can’t just say that you can share your results in one way. What if you’re not good at putting text together, but you really have the idea down. So maybe you create a video, or maybe you have a play, or maybe you get in small group and have a discussion. Multiple means of demonstrating the information, so presentation, how do I explain this in a way that people can get it that’s always been hard, it is now being made really easy because we can go to AI with the correct prompts, and we can come up with multiple ways of expression, multiple ways of presentation. Lew was talking about having a class of 400 with the students in there. You could say to the students: “Here’s what I want to do. We’re teaching metacognition. Everybody think of something you love to do now, type into AI. I love to blank. And I want to learn more about metacognition so that I could explain it to my friend.” So I could type in I love long distance bicycling, and I want to learn metacognition. Rebecca might put in that she loves rock climbing. John might put in like he likes baking, and Lew might probably put in there he likes street fighting. [LAUGHTER] So you put those prompts in there, and then what pops out is everybody in the class gets to learn it in their own… I mean, what could be more universal than that? And so I’m just really excited about it. And we did the whole chapter, and Lew and I talked about it, and I think at the beginning I wasn’t even going to do a whole chapter, and he said, “Yeah, we need to do a whole chapter.” And so I think AI will open the gate so that people can finally do universal design in a way that’s meaningful without overwhelming them.

John: Faculty have been overwhelmed, first with COVID and now with AI, and many other things that are happening externally. How does your book address the reality that faculty don’t have enough time or energy to learn a whole new technology on top of everything else they’ve had to learn in the last several years.

Lew: Fair point. I think the thing we need to start with is the idea that we want to be careful and not this chase the technology, because if you do that’s going to make things worse, you’re going to get frustrated. What you want to do is try to use the tool to make things better. So I often talk about there’s 2, t-w-0, too many shiny objects out there. And one of the ideas with the too many shiny objects is there’s all these little prompts that people: try this, try that, try that, and that’s really frustrating for faculty, because it’s just a little bit beyond their skill set of what they want to do. It’s a biology example, and they have to bring it down into what they want to do. The other thing is, with the shiny object, is the idea of treating AI like this big shiny hammer, and then you’re running around trying to find all these curricular nails to try to beat down of how I’m going to use AI to do that, that is just such the wrong way to address AI, letting the technology lead first, you’re just going to make things worse and you’re going to stress yourself out even more. So what we want to do is we want to go back to basics. We want to think about backward design: at the end of this course, what should my students know? What should they understand? Then how am I going to assess whether they understand that? And then finally, how would I go about teaching that? And that’s where we decide whether AI might fit in or not. So again, it’s not the idea of trying to get AI in the classroom. I think as faculty members, we want to be really careful about how do we use it to be a creative assistant for us and kind of level up and improve our existing teaching practices. And the thing is, the book, all these teaching practices that we’re doing, these are well reasoned research techniques that have been laid out in chapters four through 10, backward design, ZPD, TILT, all the fun letters, UDL, all that stuff. But again, it’s trying to use that in a practical way, trying to develop your teaching skills more, and then just using AI as the tool to help you with that guidance along the way.

Todd: I wrote an article years ago. I was like, we just want to be well, that’s all we want. [LAUGHTER] So this concept of what we’re doing, if we think about what we do as faculty members out, as Lew pointed out, we’re chasing things a lot of times, and that’s just a problem. And this goes back to… remember when clickers came out, student response systems. Everybody’s like, “Oh, I want to use a student response system because my colleague’s using it,” and as faculty development directors, we are constantly trying to talk people out of using technology unless they actually needed it. Backward design. Why do you want to use it? Student response systems are always fun, because it’s like, I want to use student response systems and my friends and I would say, “Okay, so why?” “So we can gather student responses” and I’d say, “Okay, you know, you could just have them raise hands. Like, how many of you think this?” They say, “Well, yeah, but I want to know like anonymous.” I say, “Okay, have them close their eyes and raise their hands well.” “But I want to tally them.” “Alright, well have them close their eyes, raise their hands and then count them.” I mean, these things are not necessary. But then when they start to say, “Okay, but I want to know some qualitative aspects, what are they thinking and why?” Now we can use the technology. So I think that’s helpful. And so when you go back and look at what really takes time in teaching, those types of issues do, I can’t, like have everybody talk about muddiest point, because I don’t have time to read through those. Now you do, because AI can skim through those quickly for you. If you’re prep timed, you put in exhausted in there. I was exhausted because when I taught history and systems of psychology the first time, I would be up from 10 o’clock at night till two in the morning putting together a lecture. And I knew the stuff generally, but I had to go look for it. But I spent all my time looking. I was looking for the information. Then I’d find it, and then I would embed it. With AI I’m going to get the same kind of information, I’m just going to get it really faster, and because I can pull that together with the knowledge base I have, then I can put it out there. So prep time is going to drop, grading time is going to drop in terms of figuring out how to read through these types of things. Underpaid, by the way, I think you might have mentioned that one, just so we can’t do a lot about that. So sorry, yeah, for the underpaid part. But I want to finish with one quick thing here. There’s a book that I did actually get accepted for publication that I have never written. The contract was signed in 1994 and the reason I mentioned this is that what I wanted to do was take a stats book, but I thought we’re teaching statistics without kind of framework. So what if we took the old psych studies that were really the cool studies, took the data set, retrofit a data set basically that would give you the same data. Have students analyze the data, come up with what they’ve got, and then talk about what the data means, and then explain to them how that fits into like, that was the Bobo doll experiment, where Bandura had models hit a bobo doll, a blow up doll, and then they give the same doll to kids and see if the kids would do the same thing. You could replicate these studies while learning statistics. And I was told I couldn’t write that because most faculty members teaching statistics don’t know those studies. And so at the time, there was no way to do it. Now, with AI, you actually could, it would be very easy to say, I want to know more about Bandura’s Bobo doll study. And so I think that’s some changes that we’re going to have that are really going to be helpful.

Rebecca: One of the things that you’ve both underscored is leaning on the faculty member’s expertise because they can validate what’s coming through the AI tools. [LAUGHTER] So you’re not worried about the reliability, because you have that expertise, and the things that you’re suggesting people use are relying on that expertise to some extent.

Todd: Yeah, and that’s the thing. They’ve got the expertise. How can we help them with it? And help them by putting together a book that’s very modular. You can just go through and work through these things. Actually, the activities are set up, and Lew did this, I thought it was fantastic, they’re put in boxes. You could pull the whole thing out and make a workshop out of it. Very, very easy to pull this stuff out and do that, but by making these things very consistent, we know that reduces cognitive load, which is going to reduce some of that exhaustion and extra work.

Lew: And the other thing is, the examples were set up in a way, again, that they relate directly to what you’re doing in your classroom, your assignment, your example, not something that, again, the cognitive load that you have to translate from somebody else’s existing example. And again, that’s one of the neat things that AI allows you to do. Because now, instead of me saying in a book, do this example, I can put a little bracket there and say, insert your example from your discipline here, and all of a sudden you have individualized learning, individualized application for the teaching technique that you’re trying to do using the power of AI to do that.

John: And one of the things I’ve seen is that we have a lot of people attend workshops on AI just to learn how they can block it and how they can ignore it. But when the focus is on activities that actually allow them to do their work more productively or more easily or more efficiently, they get a bit more excited about it and then start thinking about how they could be using it to improve their courses and to improve their lives in general. And I think that’s a nice way of introducing people to AI who are initially somewhat resistant to it.

Lew: Yeah, it’s critical. I don’t think you can walk into a classroom and say, okay, students, we’re going to use AI today without understanding it yourself. And you hit the nail on the head there, the best way to do that is to do something that you are the expert in, and then learn to explore this technology on your own. It’s going to take a couple years for us to kind of get used to what’s going on. I think in a few years, we’ll be ready to think about how we might use this with students and things like that. But as a faculty writ large, we’re going to have to have a better understanding ourselves of just how to use those tools. And I think to your point about students misusing it and things, we can now have better conversations with them if we better understand how to use the tools ourselves for our own work.

Todd: And how people learn. [LAUGHTER] So we have tht published in the book too. That’s what it does. It helps you understand how these processes work, and so you learn about things like cognitive load. So then you can not teach cognitive load, but using that, build assignments that have lower cognitive load. That was one of the things that Lew came up… I love that one assignment that you came up with, Lew, is basically it’s you load the assignment in and says, “Where are students going to have high cognitive load in terms of really struggling with this assignment? And then AI says, “Oh, they’re going to stumble here, here and here.” And then you start rewriting it. It’s not a lot of extra work for you, and it helps the students. You don’t have to go through examples and have all those students lined up outside your door in office hours, saying, “I don’t understand why this thing works.” And so yeah, I think it’d fantastic.

Rebecca: I appreciate the idea of meeting people where they’re at, for sure. You mentioned something about a couple of years, maybe we’ll be ready to really integrate it with student learning. In five years, maybe, what does good teaching with AI look like?

Todd: This is kind of a fun one. I actually was asked to do a workshop recently that they were looking for a speaker, and they said they were interviewing different people, and they said, “We just want somebody come in and talk to us about what teaching will look like in 5 to 10 years.” I said, “If somebody tells you that they know what teaching would look like in 5 to 10 years, I would not ask them to give that presentation.” Because I don’t know, we used to talk five years out. Tom Angelo’s book with CATs was good for 20 years and still kind of worked. That stuff’s not going to handle anymore, because just in the last three to four years. Can you imagine, just before AI took off, go back just a few years and predict that it would look like this? So I don’t think we have a clue about what overall it’s going to look like. I do think we can look at some trends, though, and we can look at some directions we’re taking, because we can’t just throw our hands up and say “we don’t know,” but we want to be careful about what it’s going to be and it’s just going to be difficult, but there’s lots of good stuff coming out. And I’m going to actually ask Lew to do this, because earlier today he was explaining to me an article he’s reading. I think this stuff is fascinating that’s coming out.

Lew: Sure, I’ll jump in. So one of the things, not only do I keep an eye on higher ed and what’s going on with AI, but also the K through 12 space, and I follow a lot of folks on substack, it’s interesting. I think a lot of the discourse right now is going on in substack, as far as with AI and teaching and learning things. But anyway, there’s a fellow I’m going to try to pronounce his name, Nick Potkalitsky from Ohio, and he’s working with our Ohio Public Schools and writing about that. So the state of Ohio has mandated that by July 1, 2026 all school systems are supposed to have some kind of AI policy in place. So Nick is working with some of the larger school systems, Cincinnati, Columbus, Cleveland and things like that. And in this article he talked about on substack, he’s like, “Listen folks, this is going to be a three to five year rebuild. This is not going to be a quick policy fix. Rebuild means rethinking instruction, assessment, and curriculum, basically from the ground up. And how might we support teachers to make that happen and things like that. But teachers clearly need to be in that conversation. They need to be in that room.” This is the K through 12 space, and I think that’s only going to translate to higher ed as well. So the sooner faculty can get out there and start engaging in this technology and seeing what it works for them, then they will be able to kind of think down the road of how that’s going to affect their students in their classroom.

Todd: We have an epilogue in the book we did too after chapter 10, there’s a section in terms of what we think is coming along. And I just want to add one more quick thing here, when I think about what good teaching is, throughout my career… so I started teaching in 1984 so I’ve been teaching for a minute… and the concept here is that throughout all of that time, when I think about things I wanted to do, and what frustrated me were things that I couldn’t do because I didn’t have time or I didn’t have a way to do them. Universal design was just one example of that, but lots of things. With 400 students, I would love to ask them an essay question, but there was no way to look at that, even to get a sense of what they were writing. I would like to put students in small groups and looked at multiple versions of what they were talking about. There’s so many things out there. And now, as I start looking at what the future of teaching might look like, it’s kind of like one after another we just remove those barriers. So I don’t know what it will look like, but I know it will look better because it is removing things that we can’t do. And I will just end with my chunk of saying this is that we so quickly, when this came out, went right to cheating. Just immediately, the first articles out were, how are we going to stop students from cheating? How are we going to stop them? Students were cheating before AI came along. Don McCabe did a lot of work on this, and the proportion of students cheating in some way was off the chart. It made it easier, no doubt about that, and it does create a real problem, because if students can just jump in and do AI, then there’re many that will do that. But I don’t think we have to go there. And Lew and I talked a lot about this too, is that we shouldn’t just go there. We should start looking at opportunities. And I just talked to someone the other day who said, like, “How are we going to know when we can fully trust AI when it gives us an answer?” And that’s the kind of stuff that just drives me nuts, because when we talked about hallucinations, and so many faculty immediately say, “Oh, I put that in and it made a mistake.” So do I, sometimes. There are times when I make mistakes. I’ve heard my colleagues say stuff and I say, “That’s not true.” And so it’s no different than humans in that respect. We’re going to be able to trust it when we can look at it and we know it’s right, but it is getting better all the time. And Lew said it earlier in this discussion we’ve had here today too, is we can’t focus on what it was. We have to focus on what it can be. And I think looking forward for teaching, there’s some really cool stuff coming.

Rebecca: I think one of the things that you’re highlighting, both in your book and how you responded, is it remains anchored in the science of learning and just how we’re using the technology, and things might shift, but if we keep focusing on good teaching and learning practices [LAUGHTER] and just get them better, it’s not a surprise.

Lew: Well, it’s interesting, especially at the higher ed. We’re all trained in a very specific discipline, a very specific area. We’re experts in that field. We were never trained to teach, or very few of us maybe had that one course as we were TAs or something like that. And again, what the AI is allowing us to do is to further our expertise and our teaching and to kind of push the boundaries where we just didn’t have that training before. So I think, as Todd pointed out, I think there’s going to be a lot of opportunities just to make things better, hopefully.

Todd: Before we wrap up this question too, I’m just going to kind of put a charge out there, because Lew mentioned a little bit earlier, but in the model we have for adapt and stuff, for those of you who are listening, if you haven’t done it yet, just try dumping one of your assignments in for a topic or an area that you know students struggle with a little bit put into the AI. And the book’s got some examples on how to do this, but you could just say, “Where will the students struggle with this?” When I teach statistics, distribution of sample means, always give them fits. It took me years to figure out how to get around that, but if I was a brand new teacher and never taught before, I could put distributional sample means in there and say, Where will my students struggle? And it will tell you, here’s some places. And then, if you want to set that off to the side and then teach it and see where they struggled and make a comparison. And if it kind of lines up a little bit, you know it’s a gateway to kind of figuring out where the problems are going to be before they emerge. Wouldn’t that be cool?

John: So this is the first time you’ve worked together on a project like this. Could you talk a little bit about the working relationship and how that evolved?

Todd: Yeah, let me jump in there real quickly. Number one is writing a book is hard. I mean, it is really, really hard. And AI actually has helped us out with this too. So I wrote a book, this New Science of Learning first edition took two and a half years to write that thing. This book was nowhere near that, six, seven months, and we put a lot of time and energy into it. But the point is, it’s hard. Working with somebody is even harder because now you got to talk about what you’re doing and look at different points of view and everything else. And I think what was really cool with the way Lew and I kind of set it up is that we were coming from different directions. I had the learning theory. He was coming in from the AI, I would write a bunch of stuff, and he’d say, that’s really cool about all that metacognition. Maybe we can change it from like 3000 words down to, I think, 42, one time. And I said, I’m not explaining metacognition in 42 words. And then he gave me like 150 so we had to compromise and go through that. I would just say, working with him, he gets stuff done fast. He is really, really good at things in terms of understanding AI component. His prompting was amazing. I don’t know he’s a little mathematician-ey for me sometimes, but, you know, it was alright working with him. So all in all it was a positive experience. And I think Lew would say the same thing. So what’s the next question? [LAUGHTER]

Lew: No, it was a lot of fun. I really appreciated, as you’ve already mentioned, Todd is a very prolific author, so he was able to help us navigate all of those rough and challenging waters. So I was so much appreciative. But I think we complemented each other well, as far as what we brought to the table, and it’s exactly you know, what the book needed. And in particular, I remember Todd that GLCA, the Great Lakes College Association talk that you gave, what was the title of that? You remember something about neurodiverse learners?

Todd: It was basically how AI can help neurodiverse learners to be better learners. The title is way better than that.

Lew: Right, and Todd, he graciously used himself as an example, I will say. So a lot of things made sense to me [LAUGHTER] after that presentation Todd, [LAUGHTER] I’ll just leave it at that.

Todd: So, let me just say this. Yeah, I explained a little bit about ADHD and some of the characteristics of people who have ADHD, like time blindness, where you think something’s gonna take 40 minutes, but you don’t have a clue? Might be 10 minutes. Might be 17 hours. Who knows. You set up your task list, but you’ve never, ever finished a to-do list. I have never finished to-do list. And yeah, I went through all of those types of things and a couple of other things that I kind of struggle with. And then Lew when we finished, he says, it’s been great working with you, but I’m not sure if I’d heard that presentation first I would have signed the contract. [LAUGHTER] Well, you did it.

Lew: No, it was fine. It was fine.

Rebecca: So Todd, some of our long-term listeners might be curious what role opera played in this book. Didn’t you listen to a lot of opera last time?

Todd: Yeah, you know what? Let’s just throw this in there real quickly, because this is part of the ADH stuff that I’m learning, to whatever extent this fits in with this whole interview here. So ADHD is one of those things that, much like dealing with gluten intolerance and several other things, people think, if you’ve really got it, you must have known it your whole life. There are people who find out later in life that they have this thing. I always knew that kind of general things with ADHD which always struggled with a little bit. And I knew I had some of it. But, I mean, I was 60 years old when I was diagnosed, and so that concept there is suddenly I started to realize and read bunch of books about things like time blindness and some other things, but I had a terrible time writing. And a person, Tamara Rosier, who wrote a fantastic book, Your Brain’s Not Broken. It’s been reviewed in the New York Times and stuff, she said, “listen to opera, like, crank it up. Don’t do ear damage, but crank it up and do that while you’re writing.” And I said, “that will never work, because I have to have it quiet.” And she said, “Just try it.” And I put opera on and cranked it up, and I churned out work like I’d never turned it out in my life. And she pointed out to me that my brain’s always looking for stuff. Part of it would settle on that, and then it just kind of left this focus for the rest. Still had to have absolute quiet when I read. But for writing, that worked. I got put on some ADHD medicine, and two days after I started the medicine, I cannot listen to anything while I write. [LAUGHTER] To me, that’s fascinating, because what it now means is my brain’s actually kind of slowed down enough that that becomes a distraction. But that to me as a cognitive person, that differentiation is fascinating.

Rebecca: That is fascinating,

John: And that’s a nice preview of our next podcast that will be coming out next week. We’re talking to Karen Costa about ADHD and her experiences with that.

Todd: She’s really good.

Rebecca: So we always wrap up by asking, what’s next?

Lew: So I’m a mathematician by training, and I was just at a recent large gathering of many of our professional organizations, and for years now, they’ve been calling for, especially in like the high school setting, that we need to teach more statistics, data analytics, modeling, in other words, creating mathematical pathways, kind of beyond the calculus curriculum. The rub is, is that the way folks are trained, they’re basically trained for the calculus curriculum and not these other things. So what I’m doing is, I’m actually working with some organizations like Math for America to consider how we might take frameworks to increase the number of teachers that were able to develop these courses in these different areas. So what we’re doing is we’re looking at something I like to call AI-assisted retooling, so teachers are learning new content alongside an AI partner to expand their mathematical pathways. So, that’s kind of a really exciting thing that I’m starting to work with. We got a few case examples that we’ve been doing. I’ve been a case study myself of doing that. So, I’m really excited about that. And of course, you know, I’m continuing to work with teaching centers on workshops and things around the book.

Todd: Nice. For me, so I got another book started, because why not? These are always fun. This particular one’s going to be different, though. So I’ve probably said about as much as I can in terms of some of the teaching tips and kinds of things we do. I really think that what’s going to happen pretty soon is there’s so much stuff coming out with AI, real life stuff is going to become something I think people are going to cherish. So the project I’m working on right now is looking more at how I’ve taught in different aspects of it, but what it really is going to boil down to are things that I experienced in the classroom. They’re really kind of unique, interesting things, and then how it played out and how it could be different. And so I had a student one time have a grand mal seizure in my class. And the quick example here is I quickly ran down to a nursing station. It was just around the corner. I ran over there, got somebody, brought them back, and the nurse came back, and we came into the classroom. And I, right now, would tell you… that was my first year of teaching that happened… I would never leave a classroom when an emergency is going on. I should have said to somebody, “Hey, go to the nursing station.” So what I want to do is talk a little bit about what I’ve done, some of the ways I’ve done it, how I would have done it differently, and then how that ties into learning and different aspects. So I really want to make more of a personal story. I don’t know if anybody will be interested in it, but, you know, we’ll give it a try.

Rebecca: Sounds like an interesting book. I’d read it.

Todd: Good. I just sold one. Oooh.

Rebecca: Yeah. [LAUGHTER]

John: Maybe two. [LAUGHTER]

Rebecca: Yeah, maybe two.

Todd: No worries, but thank you, appreciate that.

Rebecca: People have anxiety about, like, what if X, Y and Z happens in my class, and hearing personal stories about how those sorts of things have been addressed and strategies for addressing them, I think eases some worry for folks, so it could fill a gap.

Todd: Yeah, I appreciate you saying that, and I think one of the big ones is that it’s been about 40 years of teaching, and the 40 years of teaching, I think the framework I’m gonna go with, I’ve made almost every mistake you can make, and I still am seen as kind of a person who’s written these books. I do know a lot about teaching, and I’ve learned a lot about it, but you don’t become a better teacher without making mistakes along the way. I don’t think anybody can. And so I’ve done that. And I probably should point out, too, as Lew said, I run around some campuses. I love meeting people and going to campuses. I’ll still keep doing that.

Lew: So Todd, three years ago, I did a column for the MAA, it’s the Mathematical Association America. It’s called Still Learning From My Misstakes. And mistakes was spelled with two S’s, anyway, but yeah, exactly that, that idea of, I think, showing your vulnerability, especially at the part in the career that he’s at, like, oh, Todd Zakrajsek does everything perfect. I think peeling back the curtain and showing the mistakes that we made for the folks who are coming up, that is so refreshing to see that and what we did well and what we didn’t do well, and then kind of examples of moving that forward. So yeah, maybe three books, you might sell three. [LAUGHTER]

Rebecca: Definitely worth the investment now. [LAUGHTER]

Todd: Lew, that will cover my next tea. [LAUGHTER] But thank you, appreciate that.

Rebecca: Well, thank you both for joining us and for sharing your work.

Lew: Thank you so much. Appreciate it. It was fun.

Todd: Appreciate the opportunity.

John: Well, thank you.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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