When Character Calls

This piece was co-authored with David Holmes, Exec. Director of the Character Collaborative and was published in Inside Higher Ed last March.

 

Since the 2016 meeting of the National Association of College Admissions Counseling, a group of admission deans from more than a dozen selective colleges has been working to elevate the influence of ethical and performance-based character in the admissions process. Calling themselves the Character Collaborative, the deans were joined by high school admissions counselors, representatives of major associations like the College Board and ACT, and researchers at Harvard University and the University of Pennsylvania to work toward this objective.

Since its founding, the group has focused on recognizing and nurturing student character as essential to education and a civilized society.

The the fraud scheme in college admission that was revealed as a “scandal” last spring is a sobering development. Disheartening as that may be, however, it is the evitable by-product of a college admission system that can be manipulated by adults for multiple purposes and is vulnerable to unscrupulous conduct.

Operating under the false assumption that getting into an elite college will set up their children for life, parents work hard to position them for admission to one or more of the nation’s highly selective colleges. At the same time, colleges want successful athletic teams and need a substantial flow of donations, so parents and their agents can work together to exploit those angles.

In the current scandal, such motivations — acceptance to a prestigious college, good sports teams, an appetite for money — has created a situation in which parents, outside “fixers” and college athletic staff have taken advantage of a vulnerable system by cheating. The most disheartening aspect of the scandal is the absence of fundamental precepts of good character.

Fortunately, through the Character Collaborative, a growing number of higher education institutions are working to elevate character attributes in admission. Three factors drive this work. First, research shows that character attributes are the strongest predictor of success in school, work and life. Second, history shows that parents, students and secondary schools will respond to what colleges are looking for. Three, colleges want to keep faith with their founding principles, which include positive values, good character and citizenship.

In order to return good character to its rightful place in education, colleges are working on: 1) avenues for assessing character in valid, fair and culturally neutral ways and 2) models for integrating character considerations into admission decisions. These efforts hold promise for changing college admission in a profound way.

Members of the Collaborative — including Bucknell University, Carnegie Mellon University, the Massachusetts Institute of Technology, Swarthmore College, the University of Denver and the University of Rochester — are beginning to examine the potential use of various instruments to assess character attributes. Many campuses are using rating scales to assess the character of college applicants. At one institution, the admission team employs a research-based rubric of seven character attributes in reviewing candidate materials. The rubric defines each factor and indicates where in the candidate’s materials to look for evidence. Several colleges are revising formats for student essays and teacher recommendations by seeking concrete examples of attributes such as resilience, perseverance and compassion. Using institutional research, other colleges are looking for character-oriented attributes, such as persistence and teamwork, to predict academic success and match the culture of the school.

Along with ensuring the integrity of testing and of college athletics, we believe the elevation of character in admission will change the mind-set and actions of the various players in college admissions.

By insisting on integrity and ethical behavior in every part of the admission process, including in the criteria for admission, we can deter parents and others from attempting to manipulate the system to their selfish benefit. Additionally, we can motivate parents and colleges to model attributes of character that ensure that our youth will become people who make the world a better place.

Published by Robert Massa

Robert J. Massa retired in the spring of 2019 after 45 years in higher education. He is currently serving as a part-time enrollment consultant to several colleges and universities. Immediately prior to retirement, he served as Senior Vice President for Enrollment and Institutional Planning at Drew University in Madison, NJ. He began the position in February, 2015, after stepping down from his prior position as Vice President for Communications at Lafayette College in Easton, Pennsylvania, a position he held since 2009. Prior to joining the staff at Lafayette College, Robert Massa spent 10 years at Dickinson College as Vice President for Enrollment and College Relations. While at Dickinson, Robert Massa implemented a number of enrollment initiatives resulting in an 82 percent increase in applications, a 10 percent rise in the diversity of applicants, and a 100 point increase in the SAT scores of first-year students. Due to the hard work and dedication of Dr. Massa and his staff, net tuition revenue at Dickinson increased nearly $70 million over an eight-year period. Dr. Massa also served as an ACE Fellow with Harrisburg Area Community College from 2007 to 2008. In this position, he collaborated with members of the executive administration staff to develop a transfer partnership program between Dickinson College and several community colleges in Maryland and Pennsylvania. Massa also served as interim Vice President for Development at Dickinson College from 2004-05. Robert J. Massa served as Dean of Enrollment at The John Hopkins University from 1989 to 1999, where he headed up an effort to meet the school’s goals for enrollment growth. His supervision of departments such as admissions, career services, and the registrar resulted in an 18 percent increase in undergraduate diversity. He also created and implemented an enrollment research office that developed a state-of-the-art tool to generate school revenue and enrollment projections.

Leave a comment