Grand Challenges for tough-to-solve problems have been documented in higher education as far back as 1906. Earlier this year, EDUCAUSE issued a number of Grand Challenges for Higher Education that their leadership believed could be solved through a digital transformation.
In an article published Monday by the New York Times, reporter Shawn Hubler writes that the resurgence of the coronavirus has forced universities to make deep cuts to close widening budget shortfalls. Some of the examples that she provides include the elimination of low-participation liberal arts degrees at liberal arts colleges, pausing admissions to Ph.D. programs in liberal arts, eliminating undergraduate programs in higher education, and furloughing employees.
When the March closure of non-essential businesses occurred, I was splitting my time between Austin, Texas and Baltimore, Maryland, and I happened to be in Maryland. Great friends of mine (Charles and Susan) owned a restaurant in Baltimore and closed it, even though restaurants were allowed to provide food through carryout and delivery. When I asked Charles why he was not providing carryout, he said that he needed to understand how his restaurant could provide carryout and keep his employees and customers safe.
An article written by Wired reporter Aarian Marshall attracted my attention this week. The subtitle to the article, “Checkouts of digital books from a popular service are up 52 percent since March. Publishers say their easy availability hurts sales,” intrigued me even more.
Somehow, I missed The Chronicle of Higher Education article titled “A Crusade Against Terrible Advising” when it was published on August 4. According to Scott Carlson, senior reporter, the genesis of the article stemmed from several emails that he received from Dr. Ned Laff, a retired academic advisor whose advising experience included stints at nine different colleges and universities.
In June 2020, the McKinsey consulting group commissioned a survey of global business executives about the post-pandemic future workforce. The survey responses clearly indicate a period of future disruption and change. Millions of low-income people have lost their jobs, and the survey indicates that the mix of post-pandemic jobs will look decidedly different from the pre-pandemic mix.
I enjoy watching football, pro and college. The resumption of the NFL season three weeks ago was a welcome respite from watching reruns of last year’s games. But as college football resumed its play, I noticed one difference.
An Inside Higher Ed blogger, Dr. Josh Kim, recently penned an article posing the question, “What if everything stays online forever?” Dr. Kim acknowledges that not everything is online now, and certain functions like construction, maintenance, and hospital services have to remain face-to-face.
In March, the governors of many states ordered social distancing and remote work for non-essential workers. Companies with offices scrambled to enhance their technology platforms in order to accommodate so many additional people working online and remotely.
Over the weekend, I watched college and NFL football. The scenes of fans in the stands for Saturday’s televised college football games were as interesting as the scenes from the field. While it was clear that social distancing and masks had been mandated, it was also clear that more than a few did not take it seriously.