“Who will rid us of this meddlesome philosopher?”

Arizona State University hopes the Arizona Supreme Court will. I’m confident that my case against required diversity, equity, and inclusion training raises issues far larger than one professor or one ideological program. Fundamental questions about employee rights, public accountability, and the rule of law hang in the balance.

If I succeed in showing that ASU bears legal responsibility — and that employees can hold it accountable — the implications reach far beyond one HR program.

Why would the largest state university in the country defend mandatory DEI training in court? Why would it spend thousands — likely tens of thousands — defending its “inclusive communities” training, a program that teaches employees about the alleged moral and social failures of “whiteness” and “heteronormativity”?

The answer defies common sense. Yet ASU presses forward. In doing so, it has turned what many dismiss as a culture-war skirmish into an employment-rights case with statewide consequences.

Most people hear “DEI” and instantly map the political lines. This case deserves a different reaction. Required ideological training should make any employee — left, right, or indifferent — pay attention.

First, the training relies on racial essentialism. It instructs ASU employees to view themselves and others primarily through skin color, then assigns moral weight and collective guilt on that basis.

Second, it attacks traditional Christian moral teaching, especially marriage as the union of a man and a woman.

Either flaw should have pushed administrators to retire the program long before I raised formal objections.

A third issue should unite every employee, regardless of where they stand on DEI: ASU treated this as an employment matter. The university did not admit error, revise the program, and move on. It hired Perkins Coie to defend racial essentialism. Yes, Perkins Coie — the firm widely associated with the Hillary Clinton-era Steele dossier controversy. ASU employs a full team of in-house attorneys. Why pay a nationally prominent and politically charged firm to defend a training program many already viewed as controversial — and, I argue, unlawful?

ASU’s posture gets stranger. The university has since taken down the required training, yet it continues paying lawyers to defend it in court. When this ends, Arizona lawmakers and taxpayers will want a number: How much did ASU spend on legal fees, and which administrators approved the contracts?

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ASU’s legal strategy aims at dismissal. The university claims I lack standing. Put plainly, ASU argues that an employee cannot hold his public employer accountable for violating state law. At that point, the dispute stops being about DEI and becomes about every employee in Arizona. If ASU wins at the Arizona Supreme Court, employees across the state lose a crucial tool for legal accountability.

Professors to my political left may sneer at my critique of DEI. They should still worry about the precedent.

Imagine a scenario pulled from their nightmares: A future administration takes over ASU and imposes mandatory ideological training from the opposite end of the political spectrum — required ICE-themed training, or MAGA-themed training. If that training violated Arizona law, those same professors would demand the right to sue. ASU’s argument would bar them. This case concerns enforceable employee rights, not just contemporary politics.

ASU’s first bid to dismiss the case failed. A lower court rejected the university’s argument. ASU appealed, and the appellate court sided with the university. That posture put the case on a path to the Arizona Supreme Court.

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Two facts matter here. The Arizona Senate and the state representative who authored the law I claim ASU violated have filed an amicus brief supporting my position. Their message is simple: A public employee has standing to hold a public employer accountable for breaking the law. The statute prohibits the kind of racial blame and collective guilt that ASU’s training promoted. The principle should not require explanation: Don’t assign moral fault to entire groups based on skin color.

So why does ASU defend this?

Because ASU does not view this fight as one training module that can be swapped out and forgotten. Race-based blame sits near the center of the contemporary left’s approach to education. If I succeed in showing that ASU bears legal responsibility — and that employees can hold it accountable — the implications reach far beyond one HR program. ASU’s initiatives aimed at combatting “whiteness” would come under scrutiny. Its embedded social justice goals face legal challenge and public examination. Students could follow with suits over race blame in a “decolonized curriculum.”

“Who will rid us of this meddlesome philosopher?” ASU really hopes the Arizona Supreme Court will.

Every employee in Arizona should watch what happens next. The outcome will determine whether public institutions answer to the law — or whether employees must comply silently, no matter what ideology administrators impose from above.