American universities face unprecedented pressure: from political scrutiny under the Trump administration, to the rapid rise of artificial intelligence, and the changing expectations of students. To discuss these challenges and what lies ahead, three university leaders – Sian Beilock (Dartmouth), Michael Roth (Wesleyan), and Jennifer Mnookin (University of Wisconsin-Madison) – spoke with The New York Times. Their candid conversation reveals a sector grappling with its relevance in a rapidly evolving world.
Political Pressure and Institutional Autonomy
The Trump administration’s push for increased control over higher education, including proposals for a “compact” that would dictate admissions and hiring practices, has sparked resistance. Dartmouth President Sian Beilock rejects the idea of federal oversight, arguing that universities must regain public trust organically. She believes constructive dialogue is possible, but not under coercive terms.
This move by the administration isn’t about ideological balance, but about control, according to Wesleyan President Michael Roth. He frames it as an “extortionist” tactic to leverage federally funded research institutions, similar to past initiatives that lacked genuine concern for the stated goal (e.g., antisemitism). Roth suggests that the current approach is designed to enforce loyalty rather than promote diversity.
The Rise of AI and the Evolving Value of a Degree
Beyond political pressure, universities are also confronting the disruptive potential of artificial intelligence. The increasing availability of AI tools raises fundamental questions about the future of education, particularly whether a traditional college degree will remain the default path for ambitious students.
The leaders acknowledge this shift but suggest the core mission of higher education remains critical. Universities must adapt to remain relevant, but the value of critical thinking, research, and specialized expertise will likely endure.
Rebuilding Trust and Defining Purpose
The discussion underscores a broader crisis of confidence in higher education. The leaders agree that universities must actively work to regain public trust, demonstrating their value to society. This includes addressing concerns about rising tuition costs, student debt, and the perceived disconnect between academic pursuits and real-world outcomes.
Universities must earn their relevance through transparency, accountability, and a commitment to serving the public good.
The future of higher education hinges on its ability to adapt to political pressures, technological advancements, and changing societal expectations. The conversation between these three leaders paints a picture of a sector at a crossroads, grappling with its role in an increasingly uncertain world.
