At last year’s commencement, I glibly wondered if—as the owner of an iPad 2—I would join the legions who play the popular video game, Angry Birds. I did, in fact. And as I reached higher levels, I had an epiphany. This game, which was downloaded a record 6.5 million times this past christmas, has several crucial lessons for educators and leaders of the business and nonprofit sectors.

I again began to think about these oftposed questions: How do we reach the most computer-literate generation? How do we teach them? And this: How can all of us reach ever-higher levels at work, no matter what our job?

To start with, consider teaching. I like to say that our students arrive in our classrooms hard-wired for technology. It is our job to embrace these learners, to teach them in ways they can connect to. Angry Birds gives us three guiding principles:

• Never assume students cannot concentrate. They will focus intensely on something that appeals to them, passing up sleep and meals to attain the next level of success.
• Design makes a difference. Successful games have defined levels of attainment and builtin outcomes and rewards for each higher level.
• The game reminds us that feedback is a powerful motivator. The constant, real-time feedback encourages players to stay engaged.

We need to design courses with increasingly difficult assignments, so students initially gain confidence and then push themselves to do better. We want students to have opportunities to make new discoveries and to think strategically—looking several moves ahead, like the best gamers.

I realized these lessons apply to the overall university, too. We need to be focused on doing better by the students and alumni we serve. We need to seek more feedback, then act on it.

In that vein, I am proud to tell you about several encouraging developments. For one, the profile of NYIT is rising around the world—and that increasingly higher profile should be good news for NYIT alumni. A few months ago, I was the only American college president invited to an international forum on higher education that attracted more than 160 college and university presidents to Shenzhen, China. I had the chance to tout our accomplishments and found that in these trying economic times, the message about a career-oriented university resonates more than usual.

Second, we are redoubling our efforts to engage in applied research that can make a difference in the world at large. In NYIT’s College of Osteopathic Medicine, two federal grants totaling more than $2 million are empowering us to address the shortage of medical professionals as well as the call for more training in geriatrics care. Working with a National Science Foundation grant, our professors are also harnessing wireless technology to help medical professionals do their jobs more efficiently.

Meanwhile, our School of Architecture and Design is piloting an exciting project that reuses plastic water bottles as roofing material, saving money and avoiding increases in landfills. And, a grant from the Verizon Foundation will help our School of Education train teachers to more effectively use online lesson plans, games, and materials for today’s students.

We are increasingly joining corporate partners in taking on projects. In November, I opened a two-day conference at our Old Westbury campus that explored the possibilities for a wireless headset made by Motorola Solutions. Called the Golden-i, the headset has the potential to help scientists and commercial customers advance discoveries, check inventories in vast warehouses, or scan buildings during construction.

As an NYIT graduate, you also have the opportunity to strengthen your alma mater. I encourage you to give students the chance to learn from your experiences. The global NYIT family grows stronger and more connected because of our collective ability to share ideas, listen well, empower ourselves and others, and harness the power of 21st-century technology.

Sincerely,

Edward Guiliano, Ph.D.
President

Winter 2012 Table of Contents