A Digital Makerspace for the Self: Reflections on Teaching ‘Crafting Digital Identity’

I hadn’t taught my own college course in a very long time.

I’ve taught at nearly every other level. Sunday school. K-12 classrooms. French 1 and French 2 as a graduate student. But for more than twenty-five years my work was helping other people teach: instructional design, educational technology, faculty development, workshops. I spent my career in the room next to the classroom.

This spring I was back in it.

The course was a first-time special topics offering in Skidmore’s Management and Business department called Crafting Digital Identity, one I proposed and designed, and taught outside my normal working hours. Nine students, Tuesday evenings. On paper it was about websites, portfolios, podcasting, personal branding, social media strategy and networking, and the creative and responsible use of generative AI. What I didn’t expect was that the most important lesson would have little to do with any of those tools.

By the end of the semester I understood the course as a kind of makerspace, though not the usual kind. In a traditional makerspace students build objects: prototypes, inventions, things you can hold. Here the bench was digital. The tools were multimedia, web, audio, video, and AI, and the raw material was different too. Students worked with their own experiences, values, skills, and questions about the future.

The thing being built was the student.

That reframing matters, because it names two layers of learning that were happening at once. The first layer is visible. It is the artifacts: a website on Skidmore Domains, a podcast, a set of custom AI bots, a digital narrative that draws a personalized college experience into one story. These are what students have to show.

The second layer is the one I care about more, and it is encoded in the act of making. When you learn by doing, you construct understanding for yourself. When you then build something you can share, that understanding sets. The two are not the same idea, but they reinforce each other, and the course leaned on both. Sharing did not mean making everything public. Some of what students wrote or built stayed private, and they decided on their own terms what belonged to their nascent professional identity and was worth showing the world, and what stayed in a smaller circle or stayed theirs alone. Choosing what to share is itself an act of authorship. The artifact is the cover story. The payload is agency, the quiet shift from someone who consumes tools to someone who builds them.

AI is where that shift got interesting, and where I learned the most as a designer, because the course doubled as a pilot of a new platform called BoodleBox. Much of the public conversation about AI is about speed. Can it write faster, summarize faster, generate an image on demand. Those are real questions. They were not mine.

I wanted students to think about authorship. What do you hand to AI, and what has to stay human work. How do you judge what it gives back. How do you use these systems without surrendering your own judgment.

So instead of only using AI, students built with it. They designed their own bots. One turned dense financial PDFs into auditable spreadsheet models. One was a research-writing companion a student built for her peers. One shaped raw ideas into platform-specific posts for a job search. These were not my assignments dressed up. They were tools students made because they wanted them, then used and revised across the semester.

I should be honest about my vantage point. This course had an easier relationship with AI than most, because its content was the student: personal branding, storytelling, the self. There was little for a chatbot to quietly do in a student’s place. Many of my colleagues, teaching material very different from mine, do not have that luxury.

What also makes this moment different from every earlier version of “build your own tools” is that it used to take code. Now it does not. Custom GPTs, projects, BoodleBox bots, and a fast-growing set of natural-language app builders mean a student can describe a tool in plain language and have it. The barrier that kept tool-building inside computer science is falling away, and the makerspace for the self opens to any student in any major.

The grading made room for all of this. The course used a labor-based contract. Students declared the grade they were working toward and committed to the labor behind it. They did not get to choose their grade, and they still had to do the work. What they controlled was the story they wanted to tell. One leaned into a portfolio, another into podcasting, others into bot design, reflective writing, or video.

I wasn’t sure it would work. It worked. The clearest sign was a change in the questions I heard. Students stopped asking what I wanted, and started asking what they wanted the work to become.

One student wrote about the work in a way that stayed with me. What struck me was not the praise. It was the framing: the website, the bots, the podcast, and the reflections were not separate assignments to them, but parts of one professional identity, designed on purpose and documented over time.

That is the whole thing in a sentence.

The prototype on the bench was a person. The student leaves still working on it, and leaves as someone who now knows how to build the tools that shape it. The artifacts will age. The disposition will not.

Every student deserves the chance to author a story that is truly their own. For the first time, the tools to write it are within everyone’s reach.


The course site is an open educational resource. The student work shared there is public by the students’ own choice: https://craft-digital-identity.domains.skidmore.edu/

Why Work Still Feels Broken and What I’m Learning to Fix

Today, I tuned into an Alumni Learning Consortium webinar titled, Why Are We Here? Creating a Work Culture Everyone Wants, led by Jennifer Moss. Jennifer’s presentation was about her newest book, Why Are We Here: Creating a Work Culture Everyone Wants. It was packed with insights about burnout, trust, flexibility, and the deeper reasons so many people feel disconnected from their work. While the lecture format delivered a lot of information quickly, it also surfaced something deeper: how much we’ve normalized exhaustion since the pandemic and how hard it is to imagine a different rhythm.

This post is part reflection, part practice. I’ve been thinking about what resonated with me, and how I can apply it—not just as an idea, but as a leader trying to do things differently.

We are still stuck in a mode of pandemic-induced productivity obsession. Yes, we innovated and adapted quickly. But that speed came with consequences: burnout, detachment, time poverty, and a cultural valorization of being “always on.” Moss made the case that it is time to relearn the basics of how to behave like healthy humans at work.

That starts with a few uncomfortable truths. First, burnout is not a personal failure. It is a design flaw. A system problem. Leaders often drive burnout without realizing it, setting the tone, modeling urgency, never taking time off themselves. It is no wonder the rest of us follow their lead, right into chronic exhaustion.

Second, the old idea of work-life balance is no longer useful. Moss proposes something better: work-life harmony. A flexible, personal, purpose driven approach to how we spend our energy. Harmony does not mean equal time. It means intentionality. It means asking, Where does work fit into the goals of my life? not the other way around. After all, no one on their deathbed wishes they had checked more email at 6 a.m.

What stood out to me most was the framing of passion driven burnout. Moss distinguished between harmonious passion, where work energizes and coexists with life, and obsessive passion, where work controls us, making everything else feel secondary. That framing hit close to home. For many of us in mission driven roles, the danger is not disengagement. It’s over engagement without boundaries.

So what do we do? Moss suggests starting small and starting local. Pick one of the six root causes of burnout: unsustainable workload, lack of control, unfairness, lack of recognition, mismatch of skills and values, or social disconnection. Then ask yourself, Where can I push for clarity or change? Talk with your manager. Identify inefficiencies. Suggest shorter meetings. Focus on reducing stressors by just 5 percent this month.

She also reminds us that trust is the foundation of all healthy teams, and that it must be built through consistency, not charisma. Checking in, not checking up. Asking what someone needs, not just what they are doing. Creating rituals of transparency and feedback. Replacing exit interviews with stay interviews.

Perhaps the most future facing part of Moss’s talk was her handling of AI anxiety and ageism. With half of all workers expected to need re-skilling in the next two years, and intergenerational friction still strong in many organizations, she argued that peer mentorship and flattened learning hierarchies will be essential. Gen X, in particular, is often caught in a quiet struggle. They are promoted slower, caregiving more, and least likely to speak up. We need better models for leadership across generations, and clearer invitations to let everyone’s wisdom in.

This talk was not just about what we have lost. It was also a reminder of what we gained during the most surreal years of our lives. The moments of humor, of flexibility, of emotional honesty. Moss urged us not to forget what the pandemic revealed about our capacity to adapt, our hunger for meaning, and our ability to connect, even in chaos.

Workplace wellbeing will not be solved by perks or posters. It is built through trust, autonomy, and reflection—and by leaders and colleagues willing to ask (and re ask), Why are we here?


Practicing What She Preached: Questions for a Leader (and Those Who Hire Them)

After sitting with Moss’s message, I began thinking not just about culture, but about leadership at every level. This is not just about CEOs or campus presidents. It is about department chairs, project leads, IT directors, and anyone trying to foster trust while navigating complexity, burnout, and the push toward hybrid work.

If we are serious about building the kind of workplace Moss describes: flexible, purpose-driven, humane. It has to start with questions.

Below are two sets of questions I have begun using:
– One for myself, as a check-in tool to stay aligned
– One for hiring or mentoring senior leaders, especially CIOs, who often sit at the heart of systems change


Five Self-Reflection Questions 

When have I modeled vulnerability and transparency? How did my team respond?
Trust starts with visibility and imperfection.

How am I giving my colleagues autonomy and clarity, not just assignments?
Checking in, not checking up. It matters.

Where might I unintentionally be contributing to burnout? How can I reduce friction this month by 5 percent?
One meeting canceled. One unclear process improved. Small moves add up.

What hidden stressors are affecting me and others around me, and how do I make space to hear them?
Ask better questions. Listen without solving.

Am I managing up with the same honesty I ask of my team?
It is not just about leading down—it is about naming inefficiencies and clarifying priorities upward too.


Five Questions to Ask Any Human Centered Leader Like A CIO

Can you share a specific example of how you have led with empathy and self awareness during a high pressure project, especially when your team was under resourced or feeling burned out?
This reveals servant leadership under stress, not just tactical decision making.

How do you ensure that your IT strategy and operations are aligned with the broader goals and pressures faced by students, faculty, and staff—especially when everyone is being asked to do more with less?
Tests for vision and situational awareness.

Describe a time when you had to build up your team’s morale and sense of value in an environment where recognition, compensation, or resources were limited. What specific actions did you take?
Looks for creativity, values based leadership, and retention thinking.

How do you foster collaboration and open communication across departments, especially when you need buy in from stakeholders who may not initially support IT initiatives?
Evaluates cross silo influence and cultural fluency—core to 360 degree leadership.

When you feel insecure about your own knowledge or abilities, how do you model both vulnerability and assertiveness to your team?
This probes for humility, clarity, and the balance between transparency and guidance.


These two lists, one inward and one outward, are part of the same project: building workplaces that work for people.

Jennifer Moss reminded us that culture is not a product. It is a set of choices, repeated often, guided by questions like these. And the more we ask them—out loud, together—the closer we get to the kind of workplace everyone wants.