Reinventing Higher Education

The inspiration for this timely book is the pressing need for fresh ideas and innovations in U.S. higher education. At the heart of the volume is the realization that higher education must evolve in fundamental ways if it is to respond to changing professional, economic, and technological circumstances, and if it is to successfully reach and prepare a vast population of students—traditional and nontraditional alike—for success in the coming decades. This collection of provocative articles by leading scholars, writers, innovators, and university administrators examines the current higher education environment and its chronic resistance to change; the rise of for-profit universities; the potential future role of community colleges in a significantly revised higher education realm; and the emergence of online learning as a means to reshape teaching and learning and to reach new consumers of higher education. Combining trenchant critiques of current conditions with thought-provoking analyses of possible reforms and new directions, Reinventing Higher Education is an ambitious exploration of possible future directions for revitalized American colleges and universities.

Examines some of the dilemmas facing higher education today, and explores a number of innovations that are worthy of special attention.

The fourth Glion Colloquium, which was held in Glion above Montreux, Switzerland, in June 2003, drew together active university leaders (presidents, rectors, vice-chancellors), along with guests from industry with close ties to academe, to compare perspectives on the future of the research university in America and Europe, as reflected in its title, 'Reinventing the Research University'. Although there was considerable discussion about whether it would be more accurate to use other verbs such as 'reforming', 'renewing' or 'refocusing', there was general agreement that change would characterize the future of the research university, driven by powerful social, economic and technological forces driving change in our world. The papers contained in this book reflect both the consensus and differences in the perspectives of the participants on these issues. In Part I, papers set the stage by considering the forces that are likely to change the nature of the research university. In Part II, the authors discuss the changing nature of education and scholarship. Part III then continues with papers on the changing nature of the interaction between the research university and broader society. In Part IV, the authors discuss the challenges of financing and governing the contemporary research university. In the concluding chapter the editors endeavour to pull together these discussions to develop more specific suggestions concerning the issues and strategies that universities should consider as they approach a period of rapid change. [Publisher, ed].

Based on twenty case studies of universities worldwide, and on a survey administered to leaders in 101 universities, this open access book shows that, amidst the significant challenges caused by the COVID-19 pandemic, universities found ways to engage with schools to support them in sustaining educational opportunity. In doing so, they generated considerable innovation, which reinforced the integration of the research and outreach functions of the university. The evidence suggests that universities are indeed open systems, in interaction with their environment, able to discover changes that can influence them and to change in response to those changes. They are also able, in the success of their efforts to mitigate the educational impact of the pandemic, to create better futures, as the result of the innovations they can generate. This challenges the view of universities as "ivory towers" being isolated from the surrounding environment and detached from local problems. As they reached out to schools, universities not only generated clear and valuable innovations to sustain educational opportunity and to improve it, this process also contributed to transform internal university processes in ways that enhanced their own ability to deliver on the third mission of outreach

Short-listed for the 2012 Speaker’s Award One hundred years ago, the City of Brantford advertised itself as the most important manufacturing centre in Canada. During the century that followed, its industrial economy boomed, faltered, and finally collapsed. By the end of the twentieth century, Brantford was known for unemployment, hard luck, and the infamy of having "the worst downtown in Canada." For twenty years the downtown was in steep decline. Significant attempts at urban revival had failed until Wilfrid Laurier University decided to locate a campus in the heart of Brantford’s crumbling city centre. Leo Groarke revisists the grandeur of the city’s past, explores the economic downfall, and tells the story of the arrival of the university, its early struggles, its commitment to historic restoration, and its ultimate success as a catalyst for urban renewal. The compelling story he recounts will engage anyone interested in the plight of the North-American city core and the role that universities and colleges can play in re-establishing downtowns as vibrant centres of historical and contemporary importance.

Higher education is in trouble. Commentators of all stripes bemoan escalating costs and diminishing quality. Solutions have been offered from all quarters, but tend to be piecemeal and all too often ideological. In this tough-minded look at the history, current climate, and future of university education in the United States, Melvyn L. Fein re-examines the mission of higher education and outlines what institutions can do to better prepare students for an ever more complex techno-commercial society. Fein argues that students must have the opportunity to explore and discover what works for them, and that the most important tool for institutions of higher education is self-direction. Professors must be allowed to teach in their own ways, bringing their own experience into the classroom. Since university missions differ, both universities and professors need the freedom to make decisions independently. The imminent need is for a "democratic elite" consisting of self-directed leaders who possess technical and social expertise, as well as personal motivation. The tools for change are appropriate curricula, communities of learners, and a genuine marketplace of ideas. While there is no magic bullet, Fein contends that we can and should build on the achievements of the past so as to evolve more responsive educational institutions-those that promote merit, responsibility, and universalism.