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Christopher L. Eisgruber
Princeton’s Office of the President
Ten years ago, Princeton University’s Board of Trustees published a strategic framework to guide the institution into the future. As I prepared this annual letter to the community—the tenth in a series that began in 2017—I reread the framework and the mission statement included in it.
The strategic framework and the values expressed in it have shaped a period of remarkable, mission-driven growth. As I describe in the paragraphs that follow, those values will be equally crucial in the months and years to come, when changed political and economic circumstances require that we transition from a period of exceptional growth to one defined by steadfast focus on core priorities.
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As a professor who is known to dissent from progressive ideologies that are dominant at universities such as Princeton, where I’ve taught for nearly 40 years, I’m frequently asked by students for advice about how to navigate a campus they worry will be hostile to them. Some are pro-Israel, or politically and socially conservative, or religiously observant.
They fear being treated unfairly by faculty members who are hostile to their beliefs. Many are afraid of being regarded as outcasts by their more liberal or progressive peers. They worry about being excluded from academic opportunities or not treated equitably in social or other extracurricular activities. To these students I say, with regret: You’re right to worry. I’ve seen these things happen.
Universities may be tempted to treat these capabilities as inevitable improvements in education. Students will be able to consume vast amounts of information, more than ever before. But like AI writing itself, such consumption would be vast but shallow. The more interesting possibility, then, is that AI will force universities to rediscover the value of intellectual work that cannot be outsourced.
