The Keyboard Campus
Many commentators have pointed out Noble's own resistance to computer technology. He refuses to use e-mail and has his students hand-write their papers. Surely, there is no reason to criticize Noble for this personal choice (though one feels sorry for his students). Noble himself responds defensively to such criticisms in the book's introduction: "A critic of technological development is no more 'anti-technology' than a movie critic is 'anti-movie.'" Yes, we do not expect movie critics to love all movies, but we do expect them to go to the movies. Many intelligent and thoughtful people don't own television sets, but none of them are likely to become the next TV critic for the New York Times. Thus, Noble's refusal to use new technology, even in limited ways, makes him a less than able guide to what is actually happening in technology and education.
Certainly, Noble's book offers little evidence of engagement with recent developments in the instructional technology field. One resulting distortion is that some readers will think that online distance education is the most important educational use of computer technology. Actually, while very few faculty teach online courses, most have integrated new technology into their regular courses--more than three-fifths make use of e-mail; more than two-fifths use web resources, according to a 2000 campus computing survey. And few of these faculty members can be characterized, as Noble does in his usual broad-brush style, as "techno-zealots who simply view computers as the panacea for everything, because they like to play with them."
Indeed, contrary to Noble's suggestion, some of the most thoughtful and balanced criticisms of the uses of technology in education have come from those most involved with its application in the classroom. Take, for example, Randy Bass, a professor of English at Georgetown University, who leads the Visible Knowledge Project (http://crossroads.georgetown.edu/vkp), a five-year effort to investigate closely whether technology improves student learning. Bass has vigorously argued that technological tools must be used as "engines of inquiry," not "engines of productivity." Or Andrew Feenberg, a San Diego State University distance-education pioneer as well as a philosopher and disciple of Herbert Marcuse, who has insisted that educational technology "be shaped by educational dialogue rather than the production-oriented logic of automation," and that such "a dialogic approach to online education...could be a factor making for fundamental social change."
One would have no way of knowing from Noble's book that the conventional wisdom of even distance-education enthusiasts is now that cost savings are unlikely, or that most educational technology advocates, many of them faculty members, see their goal as enhancing student learning and teacher-student dialogue. Noble, in fact, never acknowledges that the push to use computer technology in the classroom now emanates at least as much from faculty members interested in using these tools to improve their teaching as it does from profit-seeking administrators and private investors.
Noble does worry a great deal about the impact of commercialization and commodification on our universities--a much more serious threat than that posed by instructional technology. But here, too, the book provides an incomplete picture. Much of Noble's book is devoted to savaging large public and private universities--especially UCLA, which is the subject of three chapters--for jumping on the high-technology and distance-education bandwagons. Yet at least as important a story is the emergence of freestanding, for-profit educational institutions, which see online courses as a key part of their expansion strategy. For example, while most people think of Stanley Kaplan as a test preparation operation, it is actually a subsidiary of the billion-dollar Washington Post media conglomerate and owns a chain of forty-one undergraduate colleges and enrolls more than 11,000 students in a variety of online programs, ranging from paralegal training to full legal degrees at its Concord Law School, which advertises itself as "the nation's only entirely online law school." This for-profit sector is growing rapidly and becoming increasingly concentrated in a smaller number of corporate hands. The fast-growing University of Phoenix is now the largest private university in the United States, with more than 100,000 students and almost one-third in online programs, which are growing more than twice as fast as its brick-and-mortar operation. Despite a generally declining stock market, the price of the tracking stock for the University of Phoenix's online operation has increased more than 80 percent in the past year.
As the Chronicle of Higher Education reported last year, "consolidation...is sweeping the growing for-profit sector of higher education," fueled by rising stock prices in these companies. This past winter, for example, Education Management Corporation, with 28,000 students, acquired Argosy Education Group and its 5,000 students. The threat posed by these for-profit operations is rooted in their ability to raise money for expansion through Wall Street ("Wall Street," jokes the University of Phoenix's John Sperling, "is our endowment") and by diminishing public support for second-tier state universities and community colleges (the institutions from which for-profits are most likely to draw new students). Yet, except for an offhand reference to Phoenix, Digital Diploma Mills says nothing about these publicly traded higher-education companies. And these for-profit schools are actually only a small part of the more important and much broader for-profit educational "sector," which is also largely ignored by Noble and includes hundreds of vendors of different products and services, and whose size is now in the hundreds of billions of dollars--what Morgan Stanley Dean Witter calls, without blushing, an "addressable market opportunity at the dawn of a new paradigm."
A strong cautionary tale is provided by Noble, that of the involvement of UCLA's extension division with a commercial company called Onlinelearning.net--the most informative chapter in the book. He shows how some UCLA administrators as early as 1993 greedily embraced a vision of riches to be made in the online marketing of the college's extension courses. UCLA upper management apparently bought the fanciful projections of their commercial partners that the online venture would generate $50 million per year within five years, a profit level that quickly plummeted below $1 million annually. But Noble conflates the UCLA online-extension debacle with a more benign effort by the UCLA College of Letters and Sciences, beginning in 1997, to require all instructors to post their course syllabuses on the web. He seems unwilling to draw distinctions between the venal and scandalous actions of top UCLA administrators and the sometimes ham-handed efforts of other administrators to get UCLA faculty to enhance their classes by developing course websites, a fairly common educational practice and a useful convenience for students. Three-fifths of UCLA students surveyed said that the websites had increased interactions with instructors, and social science faculty recently gave the website initiative a mostly positive evaluation.