Topic
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Description
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Risk Management Response |
Neurodiversity and Universal Design
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Roughly 15–20% of the worldwide population is neurodivergent. Institutions should apply universal design (UD) principles—such as captioning, flexible seating, sensory-friendly environments, and communication choice—to make programs and services more inclusive. |
The risk management business case for UD is that it’s a preventive, cost-effective, and reputationally smart strategy that reduces legal exposure, improves resilience, enhances safety, and supports inclusive excellence. Rather than reacting to accommodation requests or complaints, UD builds accessibility in from the start and saves time, too. |
Evolving Student Identities
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At some institutions, nearly half of incoming students identify as non-heterosexual, underscoring the importance of acknowledging diverse identities and creating environments of community care rather than resistance to change. This is especially tough when support systems for student success are being eroded by forces outside of the higher education ecosystem. |
The business case for recognizing and planning for students’ intersections of identity mitigates compliance and reputational risk, strengthens student retention and campus climate, and aligns institutional strategy with inclusive, resilient, and ethically sound practices. |
Artificial Intelligence
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Two comments rang out. First, that small institutions may be best positioned to experiment with AI for personalized learning. And for all of the academy, rather than focusing on academic dishonesty, educators should rethink assessment and teaching models to enhance relationships and engagement leading to better student success and overall retention. |
If you are like many campus leaders and wrestling with AI right now, from a risk management perspective, shifting the institutional lens from “AI as a threat to academic integrity” to “AI as an enterprise opportunity” is a strategic move. What tools do you need to consider this point of view? |
Intergenerational Workforce and Students
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Today’s students are globally connected, entrepreneurial, and purpose-driven, but face declining interpersonal skills and record levels of loneliness and stress. Understanding these dynamics is essential to support their development and well-being while, at the same time, meeting the demands for this new type of student entering our campuses. |
Understanding today’s student reduces operational, compliance, and reputational risk; strengthens retention and engagement; supports efforts for belonging; enhances crisis response; and positions the institution to be more resilient and adaptable in a multi-generational environment. |
Bridging Generational Gaps
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Productive collaboration across generations requires curiosity, empathy, and openness to new ways of working. As Dr. Seemiller advised, “Seek understanding, practice empathy, and let go of how things used to work—even if they worked well for us.” |
Adopting this mindset fosters strategic adaptability and innovation across the institution. |