What’s Your Why?

For college students getting ready to embark on their post-graduate lives, a sense of purpose can be a North Star, illuminating the path toward personal development, fulfillment, and success. Having a clear sense of purpose provides students with direction and resilience, brings meaning to their endeavors, improves their mental health, and empowers them to make informed decisions about their futures. When students can identify and live according to their purpose, they can cultivate a deep sense of belonging within themselves and their communities. The pursuit of purpose shapes the college experience and lays the foundation for meaningful living beyond graduation — but how do students find something as elusive and individual as purpose? At Belmont University, they are finding it through alumni in the Purpose Mentorship Program.

“We are trying to help students know who they are, who they were made to be, what makes them unique — and how they can capitalize on that for the sake of communal flourishing,” said Joe Mankowski, the Transformational Project Strategist at Belmont University, where he heads the Purpose Mentorship Program. 

Belmont is a private Christian university in the heart of Nashville, Tennessee. It attracts students with dreams of making it on Music Row, young entrepreneurs, aspiring medical professionals, and — like most college students — young adults who are still trying to find their passion and understand how to pursue it. A 2019 study conducted by Gallup in partnership with Bates College explored that pursuit, defining and measuring purposeful work experiences among college graduates. The study found that 80 percent of college graduates say that it is extremely important (43 percent) or very important (37 percent) to find purpose in their work — yet, less than half of those graduates reported finding it. Graduates who report a strong sense of purpose in work are almost ten times more likely to meet the criteria of overall well-being, which encompasses mental, emotional, physical, and financial health. This research reiterated previous findings that deriving purpose from one’s work is correlated with “having someone who encourages students’ goals and dreams.” 

“We aren’t just training students for a job; we are forming whole people.”

In Belmont’s Purpose Mentorship Program, that “someone” is a university alum — a person who has been in the student’s position, often within the last several years, and made the transition from commencement day to purposeful work. Launched in the 2021-2022 academic year with funding from the Coalition for Transformational Education and the Arthur Vining Davis Foundation, the initiative is emblematic of a broader mission that President Greg Jones and Reverend Susan Pendleton Jones brought with them to Belmont. Making it a focal point of his administration, President Jones’s Discovering Purpose course asks students, “What’s your why?” This question, which is also the driving concept behind the Purpose Mentorship Program, prompts students to reflect on the process of meaning-making both as individuals and as members of a vibrant community. 

Originally piloted by the Curb College of Entertainment and Music Business and the Massey College of Business, the Purpose Mentorship Program fosters meaningful connection between alumni and students, helping students to envision their futures and articulate their goals. Alumni are recommended by faculty and staff based on character, humility, and leadership skills in addition to professional success. Each mentor circle is composed of one alumni mentor and a cohort of 2-5 students. Mentors are prepared with curriculum-based discussion points and encouraged to engage in their own self-reflection on purpose and identity. The groups meet monthly to walk through how one’s purpose develops over the course of the college years and manifests in life beyond graduation.

As a Belmont alumnus himself, Mankowski views the Purpose Mentorship Program as a reflection of Belmont’s mission to cultivate “whole-person development,” educating leaders of character and wisdom. “Being part of a community that has so consistently and fully invested in its students has motivated me to find ways to invest back into the community,” he says. 

Mankowski understands just how vital the relationships formed through the program are for students making decisions about their futures. Equally significant, he says, are the questions it asks. As he explains, “If you know why you’re here, it gives you so much latitude and freedom.” The program begins by asking students who they are in the context of their communities — college students, interns, roommates, daughters, sons, partners. While understanding those identities can begin to help students locate their goals, Mankowski says, it also is imperative that they “take a step back and ask, ‘Why do I think humans exist? Why do I think we work? Why do I think we love?’”

“In an achievement-based culture, it’s so easy for students to prioritize work at the expense of self-reflection, self-awareness and introspection. We are holding space for that exploration.”

In a climate of careerism, immense student debt, and hustle culture, students may fall into the trap of basing their identities entirely on work in an effort to secure high-income jobs. When students pursue these bestowed metrics of status and worth —  job titles, grade-point averages, salaries — at the expense of finding their purpose, their overall well-being can suffer. That’s why, according to Dr. Amy Crook, Vice President for Transformative Innovation, Character and Purpose, the search for purpose is more than work. It is a lifelong quest for identity and understanding — not just within oneself, but in service to others. “We want students to realize they are more than their job,” Crook said. “Their ultimate happiness, fulfillment, joy and ability to make the world a better place is much larger than their job titles. We aren’t just training students for a job; we are forming whole people, and we want them to feel confident in exploring these bigger questions. And we are doing so through supportive, caring contacts who can be honest about the obstacles they faced and the opportunities where they were able to make choices to have a more fulfilling life.”

Mankowski echoed this sentiment, noting that “in an achievement-based culture, it’s so easy for students to prioritize work at the expense of self-reflection, self-awareness and introspection. We are holding space for that exploration.” 

What better guides for their North Star journey than those who paved the way before them? Mankowski views alumni relationships as crucial to the purpose initiative. The program pairs students with alumni mentors based on 5 distinct areas of purpose designed to gauge motivations and values, rather than organizing them by career or major. These 5 personalities — the creative visionary, the compassionate guide, the sincere storyteller, the thoughtful investigator, and the organizational innovator — act as a litmus test for students and alumni to connect across professional disciplines, forming what Mankowski calls “unlikely partnerships” that reinforce the belief that purpose is not a professional identity, but an ideological one. The program also directs students to courses that may be best suited to their style of purpose — the sincere storyteller might enjoy a creative writing workshop, while the organizational innovator may gravitate toward the biology lab — bringing meaning and individuality into the classroom. This approach helps students connect their curriculum to real-world experiences, building the relationship between purpose and academic or professional life.

The transformative potential of the Purpose Mentorship Program lies in these relationships — between students and alumni mentors, and between academic life and self-reflection. Mankowski notes that the program gives students “a sense of unconditional mattering — that is how we connect with ourselves, with our life’s purpose, and with each other.”

Building Support for Student Parents

One out of every five college students is a parent. As with most students, student parents are balancing many and often competing demands on their time, including classes, studying, and work. Unlike their peers without kids, student parents also have to manage the complex scheduling puzzle of childcare responsibilities on top of everything else they handle each day.   

Parenting students are trying to succeed, while receiving limited support from higher education and financial aid systems that were not designed with them in mind. It is long past time for policymakers to recognize the need for targeted support to help this group flourish. Decision makers must pay more attention to parenting students with inclusive and specialized efforts. It will take better data collection, holistic wraparound services, and building trust through consistent action over time. 

This is especially important as colleges face enrollment challenges created by changing demographics. By supporting parenting students, and adopting student-centered policies, colleges and universities can become environments where student parents feel welcomed and supported to succeed—a win for student parents and for colleges trying to alleviate the enrollment crunch. 

Supporting parenting students is more than just a matter of fairness. It is also an issue of economic development and mobility. After all, when we ensure student parents succeed, we ensure their families succeed. As policy leaders are considering supports to retain historically undersupported students, student parents should be at the top of the list. Juggling the responsibilities of parenthood and being a college student is hard enough, the way in which our systems and policies are structured shouldn’t make it even harder.

Several states, including Texas, California, Illinois, and Oregon, recognized the need and enacted legislation to support parenting students in higher education. These state-level policies aim to dismantle barriers by mandating data collection, support services and accommodations on college campuses. And, while progress has been made, more needs to be done in acknowledging and addressing the unique challenges faced by parenting students.

Why support parenting students?

The landscape of higher education is rapidly evolving, and institutions must adapt to the needs of the increasingly diverse student body encapsulated by the incredibly diverse student parent population. Student parents are more likely than non-parent students to be people of color, women, and veterans, all groups that are entering higher education at increasing rates but often face barriers to success.

Research from the Institute for Women’s Policy Research and Ascend at the Aspen Institute shows that parenting students face significant challenges in completing college compared to their peers without children. Only 37 percent of parenting students graduate with a certificate or degree within six years of enrollment, in contrast to nearly 60 percent of students without children. 

Parenting students encounter obstacles related to childcare, basic needs insecurity, time constraints, financial insecurity, and mental health, which can disrupt their path from enrollment to graduation day. We know that one of the fastest paths to economic security for a family is for a parent to gain a degree or other credential. Given these statistics, supporting student parents is not just the right thing to do—it also makes economic sense by creating opportunities to increase household incomes, reducing reliance on public benefit programs and ensuring a well-educated workforce to help drive economic growth and development. 

Supporting parenting students is good for colleges and states

Targeted support for parenting students can also help states meet their postsecondary  attainment goals. States need to increase the proportion of individuals with postsecondary credentials, such as degrees or certificates to help provide the skilled workforce that drives economic growth. State and federal governments should invest in students because that investment confers important community and societal benefits as well as individual benefits.

Without addressing the barriers faced by parenting students, states risk leaving behind a substantial portion of their population and falling short of their attainment targets. By creating a more inclusive and supportive environment, colleges and universities can attract and retain a diverse pool of students, thereby mitigating persistence barriers.

Mitigating persistence barriers for parenting students starts with better data collection at the state and federal levels. Evidence suggests that targeted support can enhance the success rates of parenting students. However, the lack of comprehensive data on this group creates a significant gap in colleges’ ability to address their needs effectively. The absence of data is a missed opportunity for the federal government, states, and institutions to improve student outcomes and underscores the need for greater attention to the unique challenges faced by students with children.

Parenting students encounter obstacles related to childcare, basic needs insecurity, time constraints, financial insecurity, and mental health, which can disrupt their path from enrollment to graduation day.

Targeted support needs for parenting students are equally important for mitigating persistence barriers. In our work at Generation Hope, we have seen targeted and direct services and supports make a massive difference in the success of students. This is why federal policymakers should integrate wraparound support services, such as counseling, mentoring, and access to resources like housing assistance and healthcare, to address the holistic needs of parenting students to help them increase degree attainment. 

Moreover, recognizing parenting students’ diverse backgrounds and experiences is crucial in designing effective support programs. Federal and state policy leaders should employ culturally responsive and trauma-informed approaches that consider the unique needs and challenges faced by parenting students, creating inclusive and supportive learning environments where all individuals feel valued and empowered to succeed.

If policy leaders and influencers do more to provide support for groups with the most complex needs, they can also make life easier for all students who face similar challenges like managing conflicting work and school schedules and struggling to provide for their basic needs. When we smooth the path to college completion for student parents, we make it just a little bit easier for other historically under-supported populations to get from enrollment to graduation day.

Brittani Williams, Director of Policy, Advocacy and Research at Generation Hope.

Generation Hope engages education and policy partners to drive systemic change and provides direct support to teen parents in college as well as their children through holistic, two-generation programming.

Edward Conroy, Senior Policy Advisor, New America Higher Education Policy Program. 

New America’s Higher Education team focuses on creating a higher education system that is accessible, affordable, equitable, and accountable for helping students lead fulfilling and economically secure lives. New America’s Student Parent Initiative conducts research, policy analysis, and advocacy work in the student parent space.

A Joyful Enterprise

Professor Tarek Masoud found his work the object of dissent across the political aisle earlier this year when he organized a Middle East Dialogues series featuring voices on both sides of the Israel-Palestine debate. In six one-on-one conversations, Masoud, the Director of the Middle East Initiative at the Harvard Kennedy School, invited figures with opposing but similarly divisive politics to explain and defend their stances. 

None of Masoud’s guests may be strangers to controversy, and neither is he. Reproving posts and concerned colleagues didn’t dissuade Masoud, whose choice to examine unpopular opinions on stage mirrors his teaching philosophy in the classroom. His experience leading students in intense, often tense debate and his belief they appreciate it nonetheless led him to write an op-ed in the Wall Street Journal titled “Students Aren’t the Obstacle to Open Debate at Harvard.” He goes on: “It is us: faculty and administrators who are too afraid—of random people on social media, hard-core activists, irritable alumni, assorted ‘friends’ of Harvard—to allow a culture of open debate and dialogue to flourish.”

So how does the expert on democracy and governance in the Middle East approach concerns about student safety and belonging in the classroom, while encouraging pupils to confront topics and opinions they disapprove, even despise? Unease about pervasive mental health challenges on college campuses has fed debate over whether exposing students to objectionable content facilitates wellbeing by cultivating resilience, or puts them in harm’s way by leaving them feeling unsupported and disrespected. With LearningWell, Masoud discusses challenging students through argument, empowering them the same way, and his overriding conviction that learning, in all its discomfort, poses “some of the most joyful activities in the human experience.”

On LinkedIn, you posted about how the classroom should feel more like the gym than like home — that universities should be encouraging student discomfort, as opposed to a commonly talked about value, which is belonging. Can school be a gym where you also belong? 

I think school can absolutely be a gym where you belong. It can be a place of very rigorous inquiry that you nonetheless feel a very deep attachment to and feel deeply connected to. But the connection of the student to the community should be based on the right foundation. It should be based on the fact that we are here as a community of learners and teachers, who are engaged in this very difficult but very fruitful task of expanding the limits of human knowledge, testing what it is we think we know against what it is that others think they know. I want people to belong to Harvard. I want people to feel that they are home at Harvard, but not because we’re part of something called “Club Harvard,” not just because we’re the random people who happen to get lucky to be chosen by admissions officers, but because we are people who have this very deep commitment to this very important value of dedicating all of our energies to the task of open and honest inquiry.

In your own classroom, are there ways you try to foster both of those things, discomfort and belonging, with student mental health in mind? 

I think I have a high degree of confidence in my students. And I think student mental health is extremely important. And we as instructors obviously need to be very careful that what we’re doing is strengthening our students and not weakening them. I’m constantly thinking and rethinking about how I’m teaching to make sure that I’m not putting students in situations where their mental health is at risk. I strive not to put things in the conversation that are gratuitous and that aren’t going to serve any educational purpose except to shock and cause people to feel uncomfortable in ways that don’t advance the learning mission. So for me, the kind of uncomfortable position I might put my students in would be to read somebody whose views they don’t agree with. 

I teach in graduate school, which is also a little bit different. The teaching environment I’m in is one where sometimes I wish my students would think about my mental health because I will get very vigorous and rigorous pushback. I might say something that I think is completely anodyne, and some student will, in a very sharp way, show me all of the ways in which it reflects some less than noble aspect of my positionality. But in all of these places, we need to remind everybody that this is an institution of learning. And if I, Harvard, am prioritizing your comfort and I am making it possible for you to avoid discomfort and not strengthening you so that you can face discomfort and defeat it, then I’m not doing my job for you. You’re paying me an inordinate amount of money, and my job is to make sure that you come out of this place much stronger and much smarter. And I guess what I’m saying is there’s no way of avoiding, then, the discomfort. And what I think the institution needs to do is really help our students learn to manage discomfort, to transcend discomfort, and even to seek it out in the rest of their lives because they know that’s how they get stronger.

You touched on this in terms of graduate school versus undergraduate, but do you think that this approach would be effective, or come with different risks, at a school that isn’t Harvard and struggles more with things like retention and completion? 

First of all, in any institution, we as faculty need to be in touch with our students as persons and not just as disembodied brains into which we’re pouring information and with which we are having arguments. We always have to be attuned to our students as persons. And I probably have, in many cases I know I have, over the course of my career gone too far and had students say, “I felt that you were pushing too hard on me or not respecting me as a person.” So we should never allow the situation to get to that point. I would be distressed if somebody interpreted my call to center learning and debate and argumentation as somehow being a call to ignore the fact that we’re teaching human beings, and human beings have emotional reactions to things. 

The point is I want our students to come away with a feeling that they have a great deal of power. And there are arguments out there that they might deem to be harmful, that have caused them to conclude that they don’t have a lot of respect for the holders of those arguments. But you have a lot of power and a lot of strength to confront those arguments. And so I just want our students to develop a powerful sense of their own efficacy that is born fundamentally from the fact that these are super highflying and bright people.

And in terms of empowering students intellectually and otherwise, is that coming back to the idea that instead of being something that turns people away, this kind of debate could actually boost people’s interest in their own education?

So that’s the theory. I’ll also just tell you some empirics. A few years ago, I had some undergraduates take my class and ask to meet me. And I was fairly certain that what I was going to be told was that there was a feeling of a lack of safety in my classroom because I really do try to engage in rigorous argument and get people to argue with each other. And these students never agreed with anything I said. So I met with them. “So how are you finding the class?” And the ringleader said, “Oh, this is our favorite class. You are the only professor we’ve had at Harvard who is not afraid of us.” And I said, “Well, actually, I’m quite afraid of you. I just am not very smart, and I have low impulse control.” 

“I want our students to come away with a feeling that they have a great deal of power.”

I really do feel that our students want to be treated as adults and that means disagreeing with them sometimes. I really do have that belief, as long as they understand that the professor’s goal—this is very important— as long as they understand the professor’s goal is not to preach some gospel, rather to teach them and to make them stronger. So I think one thing students definitely get out of my classes is they’re like, “Tarek Massoud is not trying to convince me of anything. He is not trying to convince me of what he thinks.” In fact, I would be horrified if my students came out of my class as little copies of Tarek Masoud, spouting Tarek Masoud-isms. What the students, I think, come away from my class believing, and I do say this always, is that “What Tarek wants me to do is really know why I think what I think and to be able to defend my position.” And so I’m trying to make you the best version of yourself. I’m not trying to make you a version of me. And it doesn’t come out of any kind of strategy. None of this is terribly theorized in advance. It’s just kind of who I am. It’s why I got into academia. I got into academia in part because I’m not sure of what I know, in part because I love to argue, in part because everything I’ve ever learned, I learned by first arguing with it. 

Your comment about students enjoying this kind of debate more than people might expect reminds me of the article that you wrote for The Wall Street Journal. In that article, you place the responsibility more on faculty and administration, rather than students, for not cultivating these debates. I wonder, for other faculty who are interested but maybe hesitant, do you have advice for how they can establish these kinds of dialogues in their classrooms?

Look, I think it’s not easy. And I would certainly not say that every faculty member needs to do that. But my view is that those of us who do want to foster this space for open debate and inquiry should not find the administration of the university to be an obstacle to that. What I don’t want the administration of the university to do is tell us to do anything. I would not like the email from the administration of the university that says, “You must now foster debate on this.” I think we’re a heterodox enough institution that there are those of us who want to do that. And there are others who would prefer to have more comity in their classrooms in order to maximize the possibility that people learn. We teach different classes, different things, et cetera. So my plea is really for administrators to help those of us who want to expand the space for debate and discourse on campus, but not to say that everybody needs to be like me. I think that would not be a recipe for a healthy institution.

“I’m trying to make you the best version of yourself. I’m not trying to make you a version of me.”

And for faculty who are interested in leaning more into this kind of debate or dialogue, you mentioned taking a personal approach to it. What do you mean by that? 

I think, again, about the things that I mentioned earlier, number one being you can’t just foster this culture of debate without being attentive to your students as persons. And so you have to have that front of mind. The other point I would make is that one must also have a sense of humor. And I do think that one of the ways in which I am lucky is that I don’t take myself too seriously. Somebody wrote about me that I had a Midwestern sense of humor. It’s actually an Egyptian sense of humor. And I do think that helps, as well, because it reminds students that we are actually engaged in a very joyful enterprise. And we are among — “we” being people attached to universities, not just people attached to Harvard University — we are some of the most fortunate people in the world, engaged in what should be some of the most joyful activities in the human experience. And just reminding ourselves of that, from time to time, with smiles on our faces, with periodic reflections on how lucky we are to be in communion with each other, I think, is also helpful. 

Have you also encountered students who don’t like this culture of dialogue or have negative feedback about it? How do you help them through that discomfort?

Without question. Typically, it will express itself in the following way, this discomfort with dialogue. It will express itself with students being aggrieved that I platformed a certain position that they believe is unworthy of being even discussed at Harvard. It comes from actually quite a noble place that our students have very deep commitments to conceptions of what is just and what is right. And it grieves them when they see a professor who’s a figure that they should respect at a place like Harvard, no less, who is platforming these views or who is making people read these views that they believe should be consigned to the ash heap of history. 

And what I try to convince my students of is that I’m not platforming the views so much as I’m platforming them. I’m trying to give the student the opportunity to develop the most powerful arsenal against these arguments that they find to be unworthy. I’m starting from the premise that I believe you, the student, have valid reasons for thinking that this is unworthy. I want you to bring them to my class because there are other people, by the way, who don’t know, and you may convince them. Or, in the process of trying to convince them, you may detect where there are some gaps in your knowledge or argumentation. You either fill them, or you’ll change your mind. There isn’t a way in which this is bad for us, if our goal is to expand our knowledge, to become smarter, to know why it is we hold certain views.

What do you think about the perception that so-called “Wokeism” has radicalized this generation of students more than those before it?

I really don’t like the term “Wokeism” because it doesn’t take seriously the constellation of very deeply held values that I think animate a lot of our students and indeed our colleagues. And I think these values have been quite a constant presence throughout the academy. I saw a whole front page of The Crimson from the 1960s, and it literally could have been written today. I mean, did they use the term “structural racism”? I don’t think so. But they talked about the phenomenon, and the students were very angry and wanted the curriculum to be revised in ways that our students today say. So I don’t feel that this is a new phenomenon that has emerged out of the inundation of the students with a particular set of newfangled ideas. These are very deeply held ideas that emerge from, frankly, a kind of liberal belief in the primacy and value of humans and individuals. And I think it’s part of what makes students such a joy to interact with because they’re motivated by these ideas that are quite valorous. 

What has changed, probably, is there is more of a sense of the university and the classroom as a place for the playing out of public conflict and the classroom as a kind of public space in which people are taking stances and positions that will be or are public, as opposed to part of a private learning experience. Part of it is the move in our culture where everybody thinks of themselves now as a brand, as a social media presence, as an influencer. And so consequently, if all of this is happening in public, it’s much harder to change my view. I have always argued, “Look, the very best technology for increasing the quality of our pedagogy is not using clickers in the classroom or some newfangled program that tracks students doing this or that. It’s having a small class size.” And that is the original safe space. Because a small class size is where we can first develop the relationships to each other as persons that make it possible for people to venture with difficult and maybe even sometimes heterodox arguments. And it’s also small enough that the feeling of embarrassment and the imperative of winning and defeating one’s opponents is minimized.

“Be Prepared to Be Lucky”

As graduates consider the next chapter of their lives, a new book provides inspiration and guidance through the unfolding story of a career well spent. Paul Grogan was a student at Williams College when the anti-Vietnam and civil rights movements set the pathway for his life and career. “What, if anything, can I do about this?” said his younger self. Mentors, who saw something in him he couldn’t see, encouraged him to become a “change agent.” It was a term that was unfamiliar to him at the time but one he would live to embody in his fifty years in public service. 

In “Be Prepared to be Lucky,” Grogan imparts lessons about leadership, mentorship, and agency as relevant today as they were when he and his co-author Kathryn Merchant were both young graduates working to make a difference in the world. Among his many roles, Grogan has been a political staffer, a CEO of a national nonprofit, and a giant in philanthropy. His career is capped by his presidency of the Boston Foundation, one of the nation’s oldest and, arguably, most successful community foundations, providing a unique combination of policy and philanthropy that has shaped what Boston is today. 

Readers follow along as Grogan tells the story of his ambitious career: a combination of opportunity, intentionality, and grit. From navigating the emotional politics of the desegregation of the Boston public schools; to building public/private partnerships to save American cities in the 1970’s and 80’s; to helping heal the town/gown tensions between Harvard and Boston, Grogan provides powerful examples of how to make a positive impact on your community, and in turn, how to live a meaningful, fulfilling life. 

MM: Paul, you’ve spent your whole career devoted to public and community service and this book has so many lessons about that from your decades of experience. But let’s start by talking about the young Paul. You went to high school in a very small town, Clinton, New York, and then went off to Williams College. How did your college experience influence your career choices? 

PG: My father was a lifelong educator — a public school teacher and administrator throughout his career — so I had a lifelong interest in education and education policy. And then two giant phenomena, the Vietnam war and the civil rights movement, brought me to that path of service. Growing up in a very small town with zero diversity, I was not anywhere close to these issues except through the nightly newscast. It was a religion in our family to sit down and watch at least one of the national newscasts, and I continued that habit throughout college. Obviously, the news was just devastating for much of that period. It led me to ask,  “What, if anything, can I do about this?”

A pivotal conversation I had was with an uncle of mine who was a dear counselor throughout my early adult life. He said to me in one of our long talks, “It really sounds to me like you ought to think about being a change agent.” I had never heard that term, but we talked about it, and I came to understand what it meant. It was not just reading the newspapers as a knowledgeable person or voting as an involved citizen. I wanted to do more than that. And I was excited about that prospect.

MM: What experiences in college helped you develop that part of yourself?

PG: We had a number of quite powerful faculty student committees at Williams in those days, and I ran for office and was elected chairman of one of them. We took a proposal to one of our meetings with the faculty as a whole to stop grading creative writing courses as a limited experiment. But Williams is a conservative place, and this was quite a debate which ultimately occurred in front of the entire faculty of the college. It took place in a hall, one of these double decker halls with a balcony going all the way around. Some of the faculty were down on the floor and many of them were up above me, and I had not said anything in the discussion, which was not going terribly well. Finally, the chairman of the committee, a psychology professor, leaned over and whispered, “If you don’t speak, this is going down.” So I gave a speech. It went extraordinarily well, and the faculty went from a unanimous no vote to a unanimous yes on the proposal. I think it was one of my first brushes with public speaking that mattered and seeing that we came back with something and won the day, that was a tremendous experience for me. 

MM: Were there other people – like your uncle – who believed in you back then? 

PG: Yes, and it was so important, particularly in college where, if you’re intimidated by the whole experience, not sure of yourself, you wonder how you’re going to do and you think you’re probably not going to do very well. Certainly, that was confirmed by the grades I got my freshman year: horrendous. But in fact, you almost always know more than you think you do, and other people see things in you that you may not see in yourself. In this case, there were two history professors who took an interest in me — I couldn’t have told you why, but they did. And they became my mentors through the rest of college and early in my career. I gained a new level of confidence as a result. They pushed me to do an honors thesis, which I had not thought of before, which became my first book, and it just put me on a higher, more ambitious path.

MM: Kathy, what’s your take on that?

KM: I just want to add that things can be very different depending on where you go to school. I went to a very large public university – there are 40,000 people who go to Indiana University in Bloomington — and finding a mentor is like hunting for a drop of water in a rainstorm. I think the point of encouragement here is also: Don’t wait for a mentor to find you – go looking for one. 

MM: Why did you choose the title Be Prepared to be Lucky

PG: “Be prepared to be lucky” is an adaptation of my favorite quote that originated in 1949 with E.B. White, the famed essayist and poet. He was talking to a young man who was about to go to New York City to make his fortune. White said to him, “No one should come to New York to live unless he is willing to be lucky.” And the first time I heard that, which I think was in college, it just stunned me as a unique insight into how the world really works. It wasn’t just good luck, it wasn’t bad luck. It was an acknowledgement of a complex process, which is not controllable, but which can be harvested in a certain way. And so we adopted that and we tried to apply it. Certainly, if I look at my career, I can see time after time where being alert, being watchful for opportunities, led to great things, not every time, but often enough to really justify that kind of state of mind. 

“You almost always know more than you think you do, and other people see things in you that you may not see in yourself.”

MM: If I’m understanding the interpretation, it’s a combination of luck, fate, and being open to opportunities that may come your way. And it’s about agency too, correct?  

KM: The agency part is really important. When Paul and I were both still very young in our careers, we were often given responsibilities that were way beyond what we were probably qualified to do. As we say in the book, “always say yes, even when you want to say no, and then you’ll open up opportunities for yourself.” 

PG: I call it “the virtue of hanging around.”

MM: There’s a lot that you thread through the story of your career: working for two city mayors, running the Local Initiatives Support Corporation (LISC), resolving town/gown issues between Harvard and Boston, and then transforming the Boston Foundation – you mention the importance of ambition, leadership, and courage. What are some other big lessons from all these experiences? 

PG: I think just about everything you’re asking about has to do with how ambitious you want to be in the world. Certainly, the social and community service world is full of wonderful organizations doing great work. Much of that work though, is confined to a small space because those institutions lack the resources to take their idea to scale. The people I attracted to work with me, we wanted real impact at scale. We didn’t just want to feel good about having helped some people. We wanted to look at some of these institutions that were greatly important in the lives of people and say, how could this be different? How could we be doing much more than we are currently doing?

MM: I love that point. As a message to young people, focusing on impact is different than just developing your purpose or working on something you care about – it is actually working towards outcomes. You seemed to reach a lot of outcomes through partnerships. Can you give some examples?

PG: One example is when I got into the housing field. When you looked at the landscape, you had federal housing programs, state housing programs, and local housing programs, and they were not coordinated in any way or were directed at a particular narrow goal. Everybody had their own idea about it. But we managed to put together a new partnership, which became a permanent institution called the Boston Housing Partnership and had as its aim fostering collective and cross-sector efforts to improve the housing situation. Then to execute, you have to figure out how to get everybody credited for their support and participation. Particularly in the public sector realm with elected officials, they need to get credit for doing good things. And that’s where the non-politicians have to be attentive to their political partners, not by being political or partisan, but by understanding that politicians are dealing with a different kind of accountability than regular citizens. And there has to be a sophistication about making it rewarding and accountable for elected officials.

Many of the politicians that we were dealing with around the country had a zero sum mentality. They assumed that if a “such and such” nonprofit was getting their name in the paper in a positive way, then that would take away from the opportunity for the elected official to get recognized. What we were able to demonstrate after a period of time was that these partnerships were a way to add value that wasn’t there before. So you didn’t have to take something away from somebody in order to get their cooperation. 

MM: Speaking of partnerships and politics, tell us more about your experience at Harvard.

PG: Sure. Well, as we all know, Harvard is sort of the college and university capital of the United States, the pinnacle of higher education. But the whole Boston area or indeed New England is populated with just an enormous number of institutions of higher education. So it’s a big issue for the future of Boston and for the region. And despite the importance of those institutions and the need to make sure that they are going to be healthy going forward, the relationships that should have developed between the colleges and universities and cities and state government, and the corporate sector for that matter, really hadn’t developed before the turn of the last century. They were out of sync with the reality of it or they didn’t acknowledge how important these relationships were. So relationships that should have existed — strong, cooperative, knowledgeable relationships between government and higher ed, for instance — were just truncated in some way until there were problems.

One set of problems, but not the only one, is the whole question of land and value. Because when institutions of higher education get land, it comes off the tax rolls and gets used primarily for the higher ed community. So that’s where there is the kind of thinking that if this land is going to go to the universities, it’s going to be taken away from the community. And, particularly in the low-and moderate-income neighborhoods, there was a real fear that people were going to be forced out of their homes by the rising value of the real estate. So there was one particular transaction where the university was trying to acquire a very large plot of land in Allston, which is a neighborhood of Boston, to create a major new science and technology district. 

This was hung up for years because the city was refusing to approve the sale of this land, which was held by a railroad company. And it was just stuck as the years went by and the university didn’t seem to have the wherewithal to do anything about it, which you’d think is so odd. These institutions are so big and powerful. But in Harvard’s case, they really hadn’t made any real effort to understand the local political scene in order to engage people who might help them. But that finally did happen. A couple of very active Harvard trustees went to the president of Harvard and said, we have got to have a capacity developed here at the university to relate to the mayor (then Thomas Menino), to relate to folks who are going to be important to this process. Knowing I had a long-standing relationship with the mayor, Harvard asked me to help with this and I built a department focused entirely on external issues like this. After that, the meetings just went to a different level of seriousness and purpose, and with relative ease, we secured the approval. 

MM: Here’s a question from the last chapter of the book. Why would you encourage students to go into either public service or community work, besides just it being a good thing to do? 

PG: Well, again, I come back to this word impact and a sense of what you want your life to be about. Are you going to be a change agent? To be willing to dwell on those questions with trusted friends, advisors, and family members is a very important thing to do if you have friends and family who are willing to do that. So I think that’s a big piece of it in terms of why do it, it really has to do with what you want your life to be about. Senator John McCain was very fond of saying “believe in something larger than yourself.”

I think this is really fundamental. I’ve met too many people throughout my life who have been very successful in conventional terms but have just a sad feeling that they haven’t done anything that’s really helped anybody else or been an effort to lift someone else up. It is a uniquely satisfying thing to do and it makes society healthier at the same time. So I think it does come down to that kind of existential construct you decide to devote your finite resources to.

KM: An important point to add to that is that working in public service doesn’t have to be forever. If you have other things that you want to do, the skillset that you acquire working in those sectors are increasingly attractive to the corporate world. The opportunity to make partnerships and the fungibility of being able to move from one sector to another throughout a career is very valuable. 

MM: My last question is related to the fact that a lot of the impact that you have made in your career was largely based on listening to the other side. That appears to be a very big problem right now. Is there any advice that either of you would give to the graduates of today on that? 

PG: I think everybody should move to Massachusetts. That’s the fastest way to reduce polarization.

MM: Well, Massachusetts does have an out-migration problem, so that would be good.

PG: I’m only half kidding. We have a huge stake in the immigration outcome. It’s not something that would just be nice, it’s something that is absolutely essential. If we don’t do a better job of attracting young people and convincing people not to leave the state, things are going to be very dire in Massachusetts. And one of the positive things about Massachusetts bears directly on the ability to do the kind of partnerships that we’ve been discussing — the lack of polarization. There are conflicts, but they don’t involve the bitter, divisive, and hateful politics that we see in city, county, and state after state. Our elected officials of whatever party seem to find a way to work together, although they too need to be more ambitious than we’re being. But it is a fundamentally different environment. 

KM: Call me a Pollyanna, but I think that what we’re experiencing right now, this too shall pass. We’re now old enough that we’ve seen cycles and waves of this over time where there’s divisiveness and an inability to listen and act together, and then that calms down and we can get more things done. So I really don’t know how to stop what’s going on right now. It’s alarming. Very scary. It seems worse than it’s ever been, but every moment that’s been like this seems worse than it’s ever been. I am going to borrow Paul’s phrase, we need to practice defiant optimism.

Adopting Education For Life as a Guiding Principle for Health Professional Education

The COVID-19 pandemic catalyzed seismic transformation in education, particularly for Health Professional Education (HPE). Following a decade of imaginative innovations, the pandemic disrupted education systems everywhere, accelerated adoption of online technologies, forced major institutional rearrangements to accommodate hybrid instructional models, and laid bare pre-existing inequalities in access to educational resources within and among countries.

In the report “Challenges and Opportunities for Health Professional Education in the Post-Pandemic Era”, recently published by The Lancet, my co-authors and I evaluated how transformative developments have emerged, including in competency-based education, interprofessional education, and especially the large-scale application of information technology to education.

By tracking institutional and instructional reforms, we pose two crucial questions: What has happened to Health Professional Education over the past decade, and how has the Covid-19 pandemic altered the education process?

While the pandemic did not initiate such transformations, it greatly accelerated them, and they are likely to have a long-term impact on HPE. These educational developments converge with broader societal shifts exposed and fostered by the pandemic. 

The challenge is not merely to adapt to a new normal, but to proactively build a better normal. The first step in this endeavor is to develop novel ways of conceptualizing the models that could shape Health Professionals Education in the post-pandemic era.

Two main forces are driving this transformation. First, advances in educational technologies rooted in cognitive sciences are revolutionizing how we teach and learn. Second, the rapid evolution of health systems, marked by technological and organizational complexities, demands a more dynamic approach to education. The traditional notion of completing education before entering the workforce is no longer viable, as new jobs emerge and existing ones evolve faster than educational programs can keep pace.

This means that initial instruction is not sufficient to assure successful performance, either in terms of professional proficiency or of personal well-being. At the same time, new educational technologies make it possible to extend competency development beyond the traditional confines of formal full-time instruction, thus blurring the borders between the previously separate life stages of learning and work. 

Taken together, the two drivers of change demand a strategic shift in higher education towards a model that could be called Education for Life, with profound implications for both instructional and institutional design.

Based on our assessment, we offer three core recommendations, the first of which highlights the importance of adopting Education for Life as a guiding principle for health professional education. The concept of Education for Life encompasses three dimensions—learning throughout life, learning to promote and restore healthy lives, and learning to live one’s own life.

The challenge is not merely to adapt to a new normal, but to proactively build a better normal.

Learning throughout life refers to education that lasts a person’s entire lifetime, rather than merely during a defined period. Traditional educational models divide the life course into separate stages for learning, work, and retirement. Closed educational systems that front-load the content and cost of education before learners enter the labor market should be complemented and eventually superseded by open systems designed to meet the evolving needs for new competencies along the entire career trajectories of health professionals.

Learning to promote and restore healthy lives is at the heart of the substantive content of HPE, which centers on developing the competencies to preserve and improve the lives and well-being of individuals, families, and communities. In other words, this is education to help the lives of others through the technical expertise and service ethic of health professionals.

The final dimension, learning to live one’s own life, highlights that part of the educational experience should enable learners to preserve their sense of purpose and mental well-being. This involves learning to balance work life and family life. It also means learning to cope with stress and adversity. Preventing burnout, however, is not only a matter of developing these individual capabilities but also of learning how to transform the organization of work in ways that promote the well-being of all team members, while promoting equity among the different categories of the health workforce.  In the face of increasing workloads, adequate staffing is essential for freeing up time to manage the stress and pressures that compromise wellbeing. 

If institutions providing HPE are to effectively implement the three dimensions of Education for Life, they must face the challenges and leverage the opportunities presented by technological innovations and health system disruptions, which were already present before the pandemic but have since become even more crucial drivers of change.

Health Professional Education will continue to be challenged to respond to societal concerns over health equity and to strengthen a new professionalism that incorporates concern for the individual and the community. Meeting these challenges while nurturing the core values of the healing professions should remain a vital goal for health educators.

Julio Frenk is a global public health expert and president of the University of Miami.

Physician, Heal Thyself

In his book Languishing, psychologist Corey Keyes describes burnout as “finding it hard to bring joy or meaning to activities that you once found greatly fulfilling.” This flattening out of your emotions takes many forms: the parent struggling to read a bedtime story to his child; the graphic artist unable to remember the thrill of creation; or the mid-career physician who wonders, “How did I get so removed from the work I once loved?” In the medical profession, burnout is particularly insidious. Its hold is both personal and systemic, moving from institution to practitioner to patients, families, and communities. 

Fortunately, that same causality can work in the reverse. The Kern National Network for Flourishing in Medicine (KNN) has started a movement to bring connection and fulfillment back to the medical profession in the hope of transforming a system that, in many ways, is putting the health of its stakeholders at risk. The KNN is infusing a framework for flourishing into medical schools and academic medicine so that what is taught, learned and practiced is not just skill and competency, but also models of character, ethics and purpose. Recognizing the interconnectedness of medicine, and its relationship to public health, the KNN is also working with health systems and within health professions to rethread medicine’s frayed social compact. 

“With the ever-changing demands in healthcare, physicians are met with complex challenges testing their ability to make the best decisions for their patients, communities and their own flourishing as practitioners, said Dr. Cheryl Maurana, the Founding Director of KNN and professor and senior vice president at the Medical College of Wisconsin (MCW). “KNN places an intentional focus on character, caring and practical wisdom to ensure that physicians are best positioned to successfully navigate these demands.”

The theory is that centering these values and behaviors within individual students, faculty, residents, and practitioners will have a cascading effect on the profession and health systems overall. It’s not about payment reform, though market dynamics are a consideration. And it’s not about individual wellbeing, though that, too, is a part. The KNN’s framework for flourishing in medicine is inherently relational and rooted in connection with others. Though it addresses deficits in the system, it adopts an asset-based approach that involves drawing from one’s own strengths and values when making some of the most ethically challenging decisions any professional can make. 

The movement, which began several years ago, may just now be reaching its tipping point, thanks to a number of factors including two large grants from the Kern Family Foundation and the global pandemic which exposed long simmering issues within the healthcare system. As early as 2012, Foundation leaders were meeting with a group of medical educators, including Maurana, who were struggling to address growing problems within medical schools and academic medicine. These included burnout characterized by the deterioration of hopefulness and vigor in medical students and faculty. Studies have demonstrated that high rates of burnout correspond with lower levels of physician empathy and altruism in caring for patients. “We were looking for an antidote to that,” said Maurana.

By the mid 20-teens, in addition to MCW, the group included six other medical heavyweights: Dell Medical School at The University of Texas at Austin, Geisel School of Medicine at Dartmouth, Mayo Clinic Alix School of Medicine, University of California San Francisco School of Medicine, University of Wisconsin School of Medicine and Public Health and Vanderbilt University School of Medicine; along with passionate leaders like Dr. John Raymond who was early in his presidency of MCW and dedicated to helping transform medical education towards these goals. 

Many within the profession felt as though the pendulum had swung so far in medical education that it was concerned only about competence, and it had lost the idea of the whole person formation. The schools’ believed what the medical profession needed was a foundation for flourishing and they set about establishing the pillars that would lead to that outcome by working together and examining the literature. They eventually arrived at: character, based on the elements of the Jubilee Centre’s framework of moral, civic, intellectual and performance virtues; caring, described as “emphasizing an ongoing practice and approach that recognizes human interdependence and works toward a stronger democracy”; and practical wisdom, as noted in the work of Kenneth Sharpe and Barry Schwartz, which is continually developed through experience and critical reflection toward action, something Maurana calls “doing the right thing, at the right time, for the right reason.”

“What flourishing in medicine means is reflected in the solid framework the KNN has developed so It’s not just a nice word to hear – who doesn’t want to flourish? – it provides a research base to consider flourishing in individuals and systems and to understand practices and conditions conducive to flourishing,” said Christopher Stawski, senior program director and senior fellow of the Kern Family Foundation, which formally established the consortium as the KNN with their first investment in 2017. Another grant, approved in 2022, is helping to fuel its growth. 

Kimara Ellefson is KNN’s National Director of Strategy and Partnership, a position that reflects the expansion of the organization’s targeted impact. She says the focus of the KNN, and the Foundation, has grown from medical education, to all medical professions, to health systems overall, in an acknowledgement of the interdependency of these domains, once again laid bare by the pandemic. She points to work KNN is now doing with hospital systems, including large, for-profits which are concerned about the wellbeing of their residents and the effect it can have on patient care. While the systems work is nascent, individuals representing over 50 organizations within the health care ecosystems are now engaged with the KNN in a variety of ways through student chapters, organizational members, and project partners. 

“We hope that the lens of flourishing is adopted by the majority of medical schools and healthcare systems in this country so that policy decisions, education decisions, staffing decisions, and leadership decisions are made through a flourishing lens,” she said. 

Living the Movement

When asked what “flourishing in medicine,” means to him, med student Vincent Busque said “to me, flourishing in medicine means taking pride in the authentic ways in which we take care of our patients, both through medical care and especially as fellow humans, while contributing to and being supported by the broader medical community.” 

Busque is a third year student at the Geisel School of Medicine at Dartmouth and has been involved with the KNN since he arrived in both formal and informal ways. He attends KNN student conferences and has led student workshops but he also incorporates the KNN principles into everyday actions like sending congratulatory notes to his classmates at the end of the year. A natural optimist with a gift for coaching, Brusque tries hard not to let negativity, like attitudes between battle-worn educators and anxious students, get him down. But Brusque is also the first to say, “med school is no joke.” As he begins his clinical rotation when the challenges of his chosen profession become very real, he will lean heavily on the KNN framework which he says gave him a unique kind of mental toughness. 

“I try to do something caring every day – even if it’s little things like getting someone a blanket or popping back in on a patient,” he said. “I think that is what is going to make me a better physician because when the going gets tough, you need to connect back to why you went to medical school in the first place and for most of us that’s about caring for people in really difficult and emotional situations.” 

“Flourishing in medicine means taking pride in the authentic ways in which we take care of our patients, both through medical care and especially as fellow humans.”

As a KNN student leader, Busque helps his classmates understand what words like flourishing, caring and practical wisdom mean in a clinical scenario, particularly a challenging one. He says use of love languages like affirmation, physical touch and acts of service can help illuminate caring. Relevant questions like how best to support a struggling colleague provide relatable examples for practical wisdom. 

“KNN has allowed me to say that it is actually OK in medical school to care about your values, your character, and your community. With time, we will all come to understand the science (of medicine), but it is these things that are going to allow us to be truly great physicians,” he said.

One of Busque’s models for professional excellence is Dr. Roshini Pinto-Powell, an educator and administrator who is co-leading the KNN curriculum development at Geisel. She is also the school’s associate dean of admissions and only partly jokes that she is personally responsible for dedicated learners like Vincent Busque. A physician for forty years, Pinto-Powell is a KNN devotee who sees the framework not so much as programming, but as a mindset shift and a pledge that permeates everything that goes into medical education. She is currently completing a masters degree, funded by the Kern Family Foundation, from the University of Birmingham at the Jubilee Centre for Character and Virtues. 

Pinto-Powell will be using the KNN framework in her “On Doctoring” class, and this coming year will include a new seven-session pilot class called “Professional Values Formation.” This is a re-envisioning of Geisel’s Coaching Program which was created in 2019 to connect all incoming medical students with a faculty coach for the duration of their studies, to maintain consistent academic & professional support throughout training. In this program, students connected with their coaches in small group coaching sessions, focusing on broad topics like the medical school roadmap, professional identity formation, professional enculturation, and self-regulated learning. Students also met with their coach to receive individualized support in building and reflecting on their goals, challenges, and experiences.

As Geisel dives into developing the new “Professional Values Formation” pilot, leaning deeply into the KNN framework, Pinto-Powell is particularly focused on bringing the appropriate vocabulary to this pilot program, which will be introduced with both students and faculty, in order to have a common vernacular she believes was lost with the secularization of education. She says that while biomedical ethics has an important role in medicine, a practical wisdom framework of thinking allows for nuance and particulars, critical to wise decision-making.

“The separation of church and state has sort of muddled the idea of morality and virtue in medicine into thinking its religiosity and it’s not,” she said. “I think our young people really lack moral vocabulary as a framework and we need to bring that back for them.” 

Pinto-Powell has a strong advocate in Dr. Sonia Chimienti, the school’s Dean of Educational Affairs. In an indication of the school’s broad perspective on health care, she also oversees the masters in public health and masters of science programs as well as the MD program at Geisel. “What we are trying to do is create opportunities to do more learning together earlier in education. This will help us to understand each other better, and ultimately improve how we work together,” she said. 

Chimienti believes Pinto-Powell’s work with faculty, as well as students, is a critical part of the KNN framework. “A focus of our work in creating our learning collaboratives is to help with the development, the nurturing, the appreciation, and the ongoing respect of our educators so they can role model and be those physicians that the students aspire to be,” she said. 

In many ways, Busque, Pinto-Powell and Chimienti are the embodiment of the KNN movement. While they acknowledge the challenges inherent in health care, they all hope to change the conversation from burnout and blame to a renewed sense of joy within the profession itself. 

“When I think about this as a movement, I think about reclaiming the narrative of what it means to be a professional, a physician, a public health specialist, a nurse in this era, in this time,” said Chimienti. “It’s about showing up every day and bringing the character and caring that you grew up with and developed to the moment that you are in; to the person who is front of you – whether it’s a student, a patient, or a colleague – and upholding the standards of the profession we all hold so dear.”

What’s Your Story?

When Kylie Martin was studying abroad in Gdansk, Poland, she visited the Stutthof concentration camp with classmates. They walked the paths where victims took their last steps, and somberly regarded the piles of shoes. But the quiet detail Martin found most arresting was one that few others even noticed: In the women’s housing, wooden support beams were covered with old graffiti, messages etched in languages she couldn’t read.

“I couldn’t stop thinking about it. Here were these women experiencing genocide first-hand, yet something had moved them to carve messages on the columns. Was it an act of rebellion? A source of motivation to keep going? Or was it just a form of preservation, to nick up a beam with writing that could endure after death?” wrote Martin in the pages of her journal. As an aspiring journalist, she found herself naturally attuned to finding meaning in small details. “To me, that represented something so magnificently human — leaving behind something that’s proof to ourselves and the world, ‘I was here’.” 

When she returned for her senior year at the University of Michigan-Dearborn, she was invited to share her reflections as part of the school’s new Digital Storytelling Program. The program had been launched with a grant from the Coalition for Transformational Education, designed to encourage Dearborn students to craft personal narratives in a multimedia format. It also allocated funds to hire the students to become digital storytelling mentors to other students, in turn teaching them the skills they’d learned. 

Martin’s five-minute digital story included curated images of Stutthof, paired with the audio recording of her script. In its conclusion, she wondered if this was to be her role in the world — amplifying the voices of others unable to share their stories.

Using the storytelling format in an academic setting was new for her. “Digital storytelling was a method of portraying what you’ve learned that’s so much more meaningful than an academic paper. It says something very unique about the person who created it. You’re seeing a whole other side to them that you wouldn’t see if you were just reading a paper,” says Martin, who has since graduated and is working as an intern at the Detroit Free Press. “Storytelling might not come naturally or easily to some students, but it’s a strong way of getting across a message or experience. Creativity can be like a muscle — the more you work at it, the better it gets.”

The University of Michigan-Dearborn is one of a growing number of campuses recognizing the power of storytelling as a life skill worth teaching. This isn’t news for students in the arts, media, or communications, and the ability to build a compelling narrative has obvious applications and benefits across all kinds of industries — sales and marketing, law and politics, conservation and urban planning, and so on. This is what happened. This is what we need to solve. This is why it matters. In recent years, the job title “Chief Storyteller” has infiltrated the org chart in companies like Nike, Microsoft, and IBM, and narrative techniques are becoming more widely applied in STEM fields like engineering and medicine. Storytelling combines the “hard” skills of problem-solving with the “soft” skills of communication and empathy, bridging the personal and the professional. Little surprise then that campus leaders find storytelling a good tool to approach a range of important conversations including equity, career development, wellbeing, and more.

More Than a Single Story

Dr. Domenico Grasso, Chancellor of the University of Michigan-Dearborn, was first intrigued by how storytelling might influence identity formation in students when he watched, and was deeply moved by, the “The Danger of a Single Story,” the TEDGlobal talk by Nigerian novelist Chimamanda Adichie. Adichie recalls arriving on campus in the U.S. and meeting her roommate, who was surprised to learn Nigerian people spoke English and listened to more than tribal music. In her talk, Adichie warns about the risk of widespread cultural misunderstanding that occurs when people make assumptions about a group of people, thinking one version of the way they live represents the narrative of an entire place.  

The message made an impact on Grasso, who saw the beneficial applications for breaking down cultural misperceptions on his suburban Detroit campus. “Storytelling is the act of considering the things we take as a given and articulating them, so that they’re out in the open,” he says. “When we put into words what we assume or presume, we put it on the table to be able to talk about it.”

Dr. Grasso worked with Dr. Maureen Linker, Associate Provost and Professor of Philosophy, to create a digital storytelling project that would solicit, hire, and train students in the art of multimedia technology. After two successful cohorts of the digital storytelling project, he had an idea: What if the skills of storytelling, and the benefits of learned empathy, could be harnessed in the service of more authentic Diversity, Equity And Inclusion (DEI) initiatives? 

Just last month, he revolutionized the school’s DEI process, and re-established it as the Office of Holistic Excellence. An important part of the new office’s outreach takes the form of learning about other people’s perspectives through storytelling, with a model that takes inspiration from NPR’s StoryCorps. 

“The initial concept of DEI was to bring onto campus people with diverse ideas and views and origin stories,” he said. “But in our traditional DEI approach, we never asked people to tell their stories. It was enough that they checked the box, which was African-American or Hispanic or LGBTQ or veteran, and so on. And then that was it. That was where the DEI ended. We have a very diverse and heterogeneous community, but we never asked them to enrich the campus by engaging with their stories.” 

In the initial digital storytelling project, as in as her philosophy classes, Linker worked with the students in the storytelling cohorts—which often began with overcoming their default mode of assuming their lives weren’t “storyworthy.”

“We have students who say, ‘Those aren’t my skills. I can’t do that.’ And we say, ‘Are you human? Then you’re a storyteller.’”

“They could look at philosophical writing from the lived experience of people on the margins, but still say their own life was not particularly interesting. And once they started working on assignments and had to share aspects of their lives, they were fascinating and complex and full of insight,” says Linker. “It has a lot to do with our demographics as a regional campus, a commuter campus. There are so many stories and perceptions of the Detroit metropolitan area. So I used Adichie’s work as a springboard for the digital storytelling project, and I was interested in having the students address and lean into the myths and stereotypes about the area and tell stories from their point of view.”

Storytelling is as old as humanity, traced back to our earliest ancestors’ campfires and cave paintings. Narratives have always been used to pass down knowledge, traditions, and culture; they make sense of the world, foster shared identities, and ensure survival. Evolutionary biologist Stephen J. Gould calls humans “primates who tell stories.”

And yet we aren’t born with the ability to tell a story; we have to acquire language to communicate, and function in social circles so we have others to communicate with. It’s a basic but critical life skill to live in community with others: persuasive storytelling compels others to partner with you, listen to your vision, and avoid the dangerous path, follow your plan. Storytelling as a genre is a broad umbrella, encompassing the skills of telling a story — the rollout and pacing of critical details, sometimes incorporating humor, culminating in a relatable larger message. But it can also mean knowing how to understand and tell your story, with the self-awareness of the personal narrative.

“We have students who say, ‘Those aren’t my skills. I can’t do that.’ And we say, ‘Are you human? Then you’re a storyteller,’” says Jonathan Adler, a psychology professor at Olin College of Engineering. Adler is also co-founder of The Story Lab at Olin, designing and coaching storytelling experiences grounded in literary practice, the performing arts, and psychological science. Beyond Olin, he also works with doctors in the Health Story Collaborative, a non-profit organization aimed at elevating personal stories in the healthcare ecosystem. 

Medicine, engineering, STEM — they all rely on stories, he stresses, as much as the so-called arts. “The narrative is sort of the default mode of human cognition. Even if you’re going to spend your life writing computer code, you’ve got to be able to explain what you’re doing and why you did it that way and why it matters to the people around you. ‘Well, my goal was X, so then I did Y.’ That’s a story,” he says. “Effective communication depends on narrative fluency. And there is no profession about which you don’t have to communicate the work you’re doing.” 

The narrative ecology we live in starts young. High schoolers need to tell their stories to get into college, and are asked in job interviews, Why do you want to work here? Why are you the best person for the job? Students might have spent their school years crafting persuasive academic essays. But the careers they’re entering require narrative powers of expression to put their goals in context. And sometimes they call for the self-awareness and insight to fit themselves into the story, making the case for their vision, and why they’re the person to make it happen. 

“Storytelling has the potential to do something much deeper and more transformational, which is to help people articulate why they care about the things that they care about, and what they’re trying to do with their lives,” he says. 

For Olin’s Story Lab, one of the key forums for students to perform their narratives is a story slam held during Candidates’ Weekend, when accepted undergraduates visit to decide whether this is the place they want to matriculate. It’s a bold move and an act of faith for the college to display these authentic voices at the same time the college admissions office is spinning its own persuasive narrative. In this context, student storytelling does more than entertain and inform with candor and empathy. It lets the listener in on the secret that it’s okay not to be perfect — to experience academic stress, social anxiety, identity confusion — which might just make Olin the perfect place to feel at home.

Adler recalls one impactful story — “a tell-without-telling story” — in which a student shares an episode of taking care of her little sister. In the course of the narrative, it becomes clear that the experience took place in the context of poverty, darker than expected, and that she was in fact only three years old trying to microwave a hot dog for a baby. 

“Working with students on their stories, we’ve developed a really good attunement for what’s the right amount of vulnerability to share in a story. When it became clear that we were dealing with trauma here, it took us all by surprise, and we decided, ‘Let’s just tell the story of making the hot dog in the microwave,’” recalls Adler. “Then the story can be infused with little moments where you as the listener are like, Oh, there’s more here, it goes a lot deeper, while keeping things on this subtler level in a way that was manageable, and resulted in a really captivating story. And partly what was captivating was that you knew there were layers beneath that you weren’t getting access to.”

In this way, he helps students master this technique of understatement, telling-without-telling, to help them process the story and keep it from becoming too raw. 

“And that’s what makes these experiences brilliant and beautiful. It’s a metaphoric way of thinking that I take for granted, because that’s the way I live in the world, but the students experience it for the first time as a superpower. Once they do that, it’s a skill that’s going to serve them for life, because they’re not going to need you sitting on their shoulder telling them where their metaphorical moments are like epiphanies.”​

Students who gain a well-developed sense of their own story benefit from the combined biological maturity and cognitive perspective to weave together the past, present, and future —and if they’re fortunate, with humor and grace. This is particularly true of young people who dealt with trauma, or shame. The act of processing the experience — and then sharing it and being received with support and understanding — helps them better appreciate variables that were beyond their control. 

“When we share our story with others, it reorganizes our experiences, makes them more categorized, and makes sense of it,” says Laura McKowen, founder of the recovery community The Luckiest Club dedicated to substance-use disorder. McKowen is a fan of storytelling because cognitively linking our life experiences — and seeing others identify with our experience — helps de-fang the otherness and humiliation. “We are meaning-making machines, and what we can’t put into a story and don’t have words for stays disorganized and festering and causes suffering and shame.”

Stories Are Pathways to Wellbeing

Will Schwalbe is a writer whose thoughtful insights into relationships characterized his 2012 memoir, The End of your Life Book Club. Last year he published a second memoir, We Should Not Be Friends, about an unlikely and lifelong relationship between him (gay theater kid) and Maxey (ebullient jock-Navy Seal) forged in a secret society at Yale in the early 1980s. This small society’s members, hand-selected for their vastly different paths in life, share awkward meals twice weekly until a capstone storytelling experience called the “audit.” Each member is given an entire evening to tell their life story — uninterrupted, for hour upon hour. 

“Each drew the group closer. Most of us admitted to suffering from imposter syndrome; there was relief in that admission. Inadequacy loves company,” he wrote. “It wasn’t the stories that bound us; it was the way we framed them for one another and the fact that we shared them in the first place.”

Advocates believe students who are making this cognitive leap in understanding their own stories are far better equipped to be making new connections with others — their peers, their professors, their coaches, their future bosses, and partners. They gain insight into which of their narratives land well — humility versus grandiosity. And they become far better listeners, better able to see the meaning behind the words and stories others share and respond in a way that means more than awkward small talk. The self-aware storyteller understands that the purpose of the story is connection, not painting himself as impressive.

“If you’ve got the floor in front of a group of people and go on about how great you are, or the greatest thing you did, you would really have to find some way to couch that to make it socially acceptable. For most people who have normal situational awareness, it’s going to tamp down the urge for self-aggrandizement or to boast, because it keeps you from connecting and getting anywhere,” says Matthew Dicks, a nine-time winner of The Moth GrandSLAM (the championship round of the country’s premier live storytelling competition) and author of Storyworthy: Engage, Teach, Persuade, and Change Your Life Through the Power of Storytelling. “The need to show yourself like a perfectly curated story or Instagram post is dishonest, when you’d be better off telling a story that’s funny, with a certain amount of deprecation, or a small disaster that led to moments of realization. Better knowledge of storytelling encourages people not to share their glorified moments, because those aren’t the ones that are going to connect.”

The therapeutic value of storytelling, among emerging adults, remains one of the craft’s most important benefits. The chronic loneliness that exists for young adults today isn’t made any easier by time spent reading their phones instead of reading the room. “Storytelling forces you to make eye contact with another human being. And then they say things that make you remember things from your own life, and connect to that person,” says Dicks. “I think the value in that is enormous for people trapped on their screens all the time. It used to be pretty normal in the world for that to happen, but I think now it actually sort of has to be coached and encouraged.”

This time in late adolescence is when young adults are laying down the first version of what scientists call their narrative identity, Adler says. So for traditionally aged college students, the college experience is happening while they are in the process of laying down the first draft of their story. “And we know that draft is going to stick around and influence their wellbeing over the course of their lives.”