Risk Insider: Jack Hampton

Truth and Deception in Higher Education

By: | August 24, 2017 • 3 min read
John (Jack) Hampton is a Professor of Business at St. Peter’s University and a former Executive Director of the Risk and Insurance Management Society (RIMS). His recent book deals with risk management in higher education: "Culture, Intricacies, and Obsessions in Higher Education — Why Colleges and Universities are Struggling to Deliver the Goods." His website is www.jackhampton.com.

Colleges are struggling on every side. Private schools do not have enough new students. Public institutions have too many.

Students can’t get onto their preferred campuses. They can’t afford to pay the tuition wherever they finally matriculate.

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Professors take forever to get doctoral degrees. When they get them, they can’t find full-time positions. If they do, they do not get tenure.

Presidents raise money, comply with burdensome government regulations, resolve sex scandals, and respond to athlete misbehavior. Everybody criticizes them.

In the midst of these crises, many schools have lost sight of what is going on in the classroom.

All too often, students pick a school based on comments from parents or friends or a pleasant experience during an orientation visit to the campus on a sunny day. They make unfounded assumptions, recite opinions without reflection, and act based upon biases they do not even know they have. Emotions overcome logic.

Undergraduate programs are built upon topics such as English, biology, business, or education. All useful in many ways but are they preparing graduates for sorting out truth from fiction?

The campus itself presents a myriad of misleading challenges. Consider college recruiting slogans:

  • “We help students, just ask us.” How does this compare with subsequent services provided by the registrar, bursar, or housing office?
  • “On our campus, you are a name, not a number.” Discuss this recruiting slogan with 185 fellow students in the Ethics 101 lecture hall.
  • “We understand technology and that’s why we’ve put it at the core of your academic experience.” Think about this message as your professor writes lecture notes with chalk on a blackboard.
  • “We offer financial aid to help you afford your education.” Compare the $42,000 a year tuition with your $8,000 “scholarship,” an arrangement that will leave you with $84,000 in debt at graduation.

All too often, students pick a school based on comments from parents or friends or a pleasant experience during an orientation visit to the campus on a sunny day. They make unfounded assumptions, recite opinions without reflection, and act based upon biases they do not even know they have. Emotions overcome logic.

Wouldn’t it be nice if we could come up with a single recommendation to help everyone? Perhaps, we can. How about a new freshman course taken as part of the college core along with humanities, science, and ethics? Picture the write-up in the college catalogue:

Deception Management 101 (3 credits) This course prepares students for a world where people are encouraged to believe things that are not true. Whether called beguilement, deceit, bluff, mystification, ruse, or subterfuge, deception is everywhere. In this course, students learn about propagating falsehoods, half-truths, denial of information, not to mention distraction, propaganda, sleight of hand, camouflage, concealment, and bad faith. The final assignment is a case study in self-deception.”

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The course starts with how students and parents choose a college. Some students are not ready for college, even as some colleges are not worth the price they charge or the level of debt they create. Students learn that people make bad decisions because they ignore facts and evidence. We decide based on our beliefs. To resist deception, we must change what we believe.

An entering college freshman believes many things. Black is the color of the box sought after the crash of an airplane. Wrong. It is orange. Christopher Columbus discovered America. Wrong. Six million “Americans” were already here in 1492. The Great Wall of China is the only man-made object on earth that is visible from the moon. Wrong. No man-made object is so visible.

These beliefs are no big deal. Failing to challenge other beliefs is far more serious. Every student should attend college. Students should incur crushing debt to finance a degree. Graduating from a university ensures a high salary. These all-too-common beliefs mask themselves as the “truth.”  In many cases, they are false.

Higher education, on its current path, is not solving all problems for a generation about to graduate. It, along with its accompanying student debt, is creating serious problems. That is the “truth” about higher education. It is also the deception.

More from Risk & Insurance

More from Risk & Insurance

2017 Teddy Awards

The Era of Engagement

The very best workers’ compensation programs are the ones where workers aren’t just the subject of the program, they’re a part of it.
By: | November 1, 2017 • 5 min read

Employee engagement, employee advocacy, employee participation — these are common threads running through the programs we honor this year in the 2017 Theodore Roosevelt Workers’ Compensation and Disability Management Awards, sponsored by PMA Companies.

A panel of judges — including workers’ comp executives who actively engage their own employees — selected this year’s winners on the basis of performance, sustainability, innovation and teamwork. The winners hail from different industries and regions, but all make people part of the solution to unique challenges.

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Valley Health System is all-too keenly aware of the risk of violence in health care settings, running the gamut from disruptive patients to grieving, overwrought family members to mentally unstable active shooters.

Valley Health employs a proactive and comprehensive plan to respond to violent scenarios, involving its Code Atlas Team — 50 members of the clinical staff and security departments who undergo specialized training. Valley Health drills regularly, including intense annual active shooter drills that involve participation from local law enforcement.

The drills are unnerving for many, but the program is making a difference — the health system cut its workplace violence injuries in half in the course of just one year.

“We’re looking at patient safety and employee safety like never before,” said Barbara Schultz, director of employee health and wellness.

At Rochester Regional Health’s five hospitals and six long-term care facilities, a key loss driver was slips and falls. The system’s mandatory safety shoe program saw only moderate take-up, but the reason wasn’t clear.

Rather than force managers to write up non-compliant employees, senior manager of workers’ compensation and employee safety Monica Manske got proactive, using a survey as well as one-on-one communication to suss out the obstacles. After making changes based on the feedback, shoe compliance shot up from 35 percent to 85 percent, contributing to a 42 percent reduction in lost-time claims and a 46 percent reduction in injuries.

For the shoe program, as well as every RRH safety initiative, Manske’s team takes the same approach: engaging employees to teach and encourage safe behaviors rather than punishing them for lapses.

For some of this year’s Teddy winners, success was born of the company’s willingness to make dramatic program changes.

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Delta Air Lines made two ambitious program changes since 2013. First it adopted an employee advocacy model for its disability and leave of absence programs. After tasting success, the company transitioned all lines including workers’ compensation to an integrated absence management program bundled under a single TPA.

While skeptics assume “employee advocacy” means more claims and higher costs, Delta answers with a reality that’s quite the opposite. A year after the transition, Delta reduced open claims from 3,479 to 1,367, with its total incurred amount decreased by $50.1 million — head and shoulders above its projected goals.

For the Massachusetts Port Authority, change meant ending the era of having a self-administered program and partnering with a TPA. It also meant switching from a guaranteed cost program to a self-insured program for a significant segment of its workforce.

Massport’s results make a great argument for embracing change: The organization saved $21 million over the past six years. Freeing up resources allowed Massport to increase focus on safety as well as medical management and chopped its medical costs per claim in half — even while allowing employees to choose their own health care providers.

Risk & Insurance® congratulates the 2017 Teddy Award winners and holds them in high esteem for their tireless commitment to a safe workforce that’s fully engaged in its own care. &

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More coverage of the 2017 Teddy Award Winners and Honorable Mentions:

Advocacy Takes Off: At Delta Air Lines, putting employees first is the right thing to do, for employees and employer alike.

 

Proactive Approach to Employee SafetyThe Valley Health System shifted its philosophy on workers’ compensation, putting employee and patient safety at the forefront.

 

Getting It Right: Better coordination of workers’ compensation risk management spelled success for the Massachusetts Port Authority.

 

Carrots: Not SticksAt Rochester Regional Health, the workers’ comp and safety team champion employee engagement and positive reinforcement.

 

Fit for Duty: Recognizing parallels between athletes and public safety officials, the city of Denver made tailored fitness training part of its safety plan.

 

Triage, Transparency and TeamworkWhen the City of Surprise, Ariz. got proactive about reining in its claims, it also took steps to get employees engaged in making things better for everyone.

A Lesson in Leadership: Shared responsibility, data analysis and a commitment to employees are the hallmarks of Benco Dental’s workers’ comp program.

 

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]