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This study aims to examine North American master's programs in higher education administration, leadership and student affairs; the extent to which these programs incorporate diversity coursework; and their reasons for doing so. Graduate programs must prepare practitioners who are able to work effectively with multiple groups of students, ameliorate persistence and graduation gaps, and create more socially just campuses.

Using an open-ended questionnaire and document analysis, the authors analyzed the extent to which and why these master's programs incorporate courses and course material on diversity.

Exactly half of higher education leadership (50%) and a small majority of student affairs (52%) programs require some type of diversity course, while only 42% of higher education administration programs do so. Reported reasons for including such coursework include students' demand for such courses, the centrality of diversity to university missions and standards in the field.

Research on faculty perceptions regarding the need for diversity courses with a focus on interest convergence may be productive.

Program directors should ensure that coursework on diversity is required, and that faculty teaching these courses are comfortable discussing these topics to prepare students to work with diverse groups in multiple contexts.

This study uses multiple methods (document analysis, open-ended questionnaire of program directors) to analyze programs and program design intentions. The authors use the critical race theory framework's tenet of interest convergence to understand program rationales.

Competition is one of the least used social marketing principles. Yet, an assessment of direct competition is one of the key factors defining social marketing from other behavioural change approaches. This paper aims to synthesise literature from evidence reviews assessing the extent that competitive analysis has been undertaken. This paper contributes a new competitive analysis method that can be incorporated within the seven-step co-design process delivering an alternative tool that social marketers can consider. Competition assessment enables social marketers to identify cooperators, share resources and ultimately enhance social marketing programme success.

A synthesis on competition assessments reported in 30 evidence review studies is provided. This paper offers a new competition analysis method that can be applied to undertake competitive assessments demonstrating likes, dislikes and other ideas, which can be gathered during the sensitisation phase of co-design.

Out of the 1,795 papers suitable for title/abstract screening, 30 evidence reviews assessing extent of competition use or extracting detail on competition from selected studies in the review were included in this umbrella review. Heterogeneity was evident, with reviews concluding between 0% and 100% competition use. Social marketers generally lack resources and can benefit from an easy way of defining and examining competition and this can be done by considering only direct competition.

This rapid review synthesises the author’s views and is limited to studies identified within the 30 evidence reviews considered. Future research directions are outlined.

Competitive assessments are akin to standing on the shoulders of giants. Competitive assessments allow you to identify what individuals like and do not likev and potential cooperators that can be partnered with to reduce noise, which can better support people to make choices that achieve intended programme outcomes and deliver benefits to individuals.

Increased utilisation of the competition criteria will help to avoid costly failures ensuring that social marketers have improved odds of programme success. Through identifying programmes that are currently available, which people like, social marketers can establish partnerships to share resources driving more effort to delivering outcomes.

This paper offers a new competition assessment method for resource constrained social marketers that can be incorporated into the Trischler et al. (2019) seven-step co-design process. Increased application of competition will enhance social marketing effectiveness.