As part of Alumni and Families Weekend at George Washington University, President Ellen M. Granberg took the stage of Jack Morton Auditorium for a Leadership Dialogue on Saturday afternoon. Moderator Carrie Potter, B.B.A. ’99, M.B.A. ’01, asked questions on a variety of topics, many touching on the student experience and the future of the university.
Potter, a member of the GW School of Business Board of Advisors, engaged the president on issues that included an in-depth discussion on the newly-released strategic framework.
“We decided to do a framework rather than a plan because higher ed is so dynamic right now,” Granberg said. “Plans try to list every single thing you’re going to do in the next 10 years, and we decided that things are moving too quickly for that. Instead, we opted to be very clear about the university’s direction, but relatively flexible about how we get there.”
Two of the three goals outlined in the framework—increasing student success and growing the research ecosystem—are fundamental to any university, Granberg said. Through numerous surveys and town halls, she added, a third goal came into view, which was to build a foundation for excellence. While there was great pride in the fact that GW’s research was recognized with membership in the Association of American Universities, people wanted GW’s reputation to be enhanced still further (thus accounting for the framework’s name, “The Path to Preeminence”).
One strategy for improving the student experience at GW is to strengthen the links between academic and career advising, Granberg said. Further ideas for accomplishing the goals outlined in the framework will be solicited next year.
Given the current precarious environment for higher education, Granberg said, allocation of the university’s resources becomes especially important.
“Does it support our students’ ability to thrive after graduation? Does it improve research? If the answer to those two questions isn’t yes, then we really have to ask ourselves, ‘Is this something that we should be investing in?’”
One of the things that makes GW distinctive, Granberg said, is that its researchers focus both on theory and application.
“Something I love so much about GW is the way in which the faculty reward and respect one another, not only for doing basic research, which is extremely important, but taking that work and bringing it to life. That’s part of what makes us unique, because right here in D.C., particularly with the networks that we have in Congress, in government, in NGOs and in industry, the opportunities to influence the direction of the nation with our research are unparalleled.”
Granberg also talked about how alumni and families can help support GW by sharing their pride in the institution, telling the GW story, talking about the great things that are happening here, and focusing on the accomplishments of GW students. She also suggested that alumni and families stay connected. She said that the better GW alums do, the stronger GW’s reputation grows, and the more the student experience improves.
When the father of a current first-year student asked how parents can help, Granberg said it’s useful if they stay in dialogue with the faculty and administration, because parents provide valuable insight. They too should show their pride, she said: “When people hear you say great things about GW, they might think about the university for their own child.”
Another question from the audience was whether the university would be issuing a blanket policy on AI, telling students how to use it and how not to use it. Granberg said employers tell her they want students who know how to take advantage of AI, but not at the expense of their personal knowledge and critical thinking.
“At GW, we have a cohort of more than a hundred faculty members working on AI, with a lot of focus on the question of AI being trustworthy. Is it operating in an appropriate way? Is it creating outcomes that are just and correct?”
Other questions touched on institutional support for international students and on how to help alumni feel more secure as they move into fragile employment environments.
“Strengthening up our postgraduation career support” will be important, Granberg said, “because this is a very disruptive time.” Nonetheless, she expressed confidence in the future for GW students. “They do incredibly well wherever they go,” she said.
Potter asked if Granberg’s vision of GW has changed over her three years as president. It hasn’t changed dramatically, Granberg answered, but has deepened.
“At most universities, you either have students who are very, very intellectual and interested in the academics, or you have students who are career-oriented and want to get out and do things,” Granberg said. “It’s rare to find a university where students do both at such a high level. And that's what I found at GW.”
