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Misguided Super Bowl Ad: Antisemitism Isn’t a Sticky Note — It’s an Institutional Failure
Anti-Israel demonstrators protest outside the main campus of Columbia University during the Columbia commencement ceremony in Manhattan, in New York City, US, May 21, 2025. Photo: REUTERS/Eduardo Munoz
It is an odd sign of the times that one of the clearest statements about antisemitism this year came not from a university president or a political leader, but from a $15 million Super Bowl commercial.
Robert Kraft’s advertisement was earnest, expensive, and plainly intended as a civic intervention. Kraft is not a marginal celebrity. He is one of the most prominent Jewish civic patrons in America. The fact that even he must purchase a national pulpit at Super Bowl rates is itself a measure of institutional retreat.
The ad depicts a Jewish teenager in a school hallway, targeted with a slur. Another student intervenes, covers the insult with a blue square, and offers solidarity. The message is simple: don’t ignore hate.
The impulse is understandable. Antisemitism is rising. Jewish students feel exposed. Institutions equivocate.
And yet the ad landed with a discomfort that is difficult to dismiss. As critics in The Forward, Tablet, and the Jewish Journal all noted, the problem is not the intention. The problem is what the ad reveals.
The ad reflects the only kind of antisemitism that elite America still feels fully comfortable condemning: the obvious kind.
A crude insult. A bullying moment. A hate that is personal, adolescent, and safely detached from politics, ideology, and power.
But that is not the antisemitism American Jews are confronting right now.
The defining feature of antisemitism in the post–October 7 era is not that it is whispered in hallways. It is that it is rationalized in public.
It is not merely cruelty. It is permission.
It is the normalization of harassment as “activism.” The recycling of ancient hatreds in contemporary moral language. The steady refusal of elite institutions — many educational institutions, but colleges and universities most of all — to draw enforceable lines.
The Super Bowl ad is antisemitism for a society that cannot bring itself to talk about faculty, ideologies, and institutions.
The question is no longer whether antisemitism exists. The question is whether the institutions entrusted with moral authority will name it when it is inconvenient, and confront it when it is costly.
On that question, the record is bleak.
At Columbia University last week, police arrested protesters outside campus gates — an incident that included not only students but faculty participation. That detail matters. When professors are arrested alongside students, the story is no longer youthful excess. It is adult legitimization.
The most corrosive feature of the current moment is not simply student radicalism, but the way faculty and institutional actors increasingly supply the moral vocabulary that makes intimidation feel righteous.
Universities issue statements while disruptions become routine. Administrators cite “process” while Jewish students are told, implicitly, to endure it. Students are harassed on Monday; the campus receives an email about “values” on Tuesday; nothing happens on Wednesday.
The problem is not that Americans haven’t heard of antisemitism. The problem is that institutions have stopped punishing it.
This is not a crisis of awareness. It is a crisis of authority.
Which raises the deeper irony of Kraft’s approach: a $15 million advertisement is, in some sense, a substitute for the backbone our institutions no longer display.
It is philanthropy stepping in where leadership has retreated.
Bret Stephens made a version of this argument just days before the Super Bowl, in his State of World Jewry address at the 92nd Street Y, calling the fight against antisemitism “a well-meaning, but mostly wasted effort” and urging the Jewish community to redirect resources from awareness campaigns toward strengthening Jewish life itself. Stephens is right that awareness is not the bottleneck. But the answer is not merely identity-building. It is institutional enforcement. The crisis is not that Jews lack pride. It is that universities lack spine.
That may be the most revealing thing about the ad. It is an attempt to do, through symbolism, what our civic institutions are increasingly unwilling to do through enforcement.
The blue square is unobjectionable. But it also reflects a broader cultural habit: the preference for gesture over boundary, performance over consequence.
A hallway. A slur. A moment of interpersonal cruelty.
That is antisemitism as many Americans prefer to imagine it: isolated, obvious, juvenile — disconnected from the ideological infrastructures that now sustain it.
But the antisemitism American Jews increasingly confront is embedded in systems.
On many campuses, Students for Justice in Palestine chapters function less like protest clubs than like parallel moral ecosystems: separate communications channels, teach-ins, counter-programming designed not to engage speakers but to delegitimize them.
This is not spontaneous dissent. It is infrastructure.
And infrastructure is precisely what awareness campaigns do not touch.
That is why the problem persists. Confronting contemporary antisemitism requires naming not only hatred, but the respectable ideologies that now carry it.
Here we reach another familiar discomfort: the pressure to universalize.
Even Kraft’s campaign folds antisemitism into a broader effort against “all hate.” Again, the instinct is decent. But the move is familiar. Jews are permitted sympathy so long as their experience is immediately generalized.
The particularity of antisemitism is softened, and made safe for consensus consumption. But antisemitism is not merely one prejudice among others. It has a specific history, a specific structure, and a specific contemporary resurgence. Jews know, historically, that when elites insist on vagueness, trouble is already advancing.
There is also something telling in the ad’s narrative posture. The Jewish teen is passive. He does not speak. He does not resist. He is acted upon, rescued by an ally.
Solidarity matters. But Jews cannot rely on symbolic allyship in place of institutional accountability. A society that requires minority groups to depend on the kindness of bystanders rather than the firmness of institutions is not a healthy society.
And that may be the deeper point. Kraft’s ad is not offensive. It is diagnostic.
It reveals a culture that has difficulty naming antisemitism as it actually exists in 2026.
It reveals institutions that prefer statements to discipline, empathy to enforcement, and symbols to boundaries.
It reveals how far moral speech has been outsourced to philanthropy and branding because civic leaders and universities have proven unwilling to speak plainly when the costs are real.
A $15 million ad is, in this sense, an indictment — even if unintentionally — of everything that should not require an ad in the first place.
What American Jews need now is not another awareness campaign. We need institutions that enforce rules. Leaders who name what is happening. Universities that treat intimidation as intimidation and hate, not as “political expression.” Administrators who stop hiding behind process.
The blue square is fine as a gesture. But gestures are not enough.
Antisemitism will decline only when universities treat it the way they treat every other serious violation: with rules, consequences, and clarity — not symbols. A society that can only condemn antisemitism through commercials is a society that has lost the courage to confront it.
Note: According to the ADL’s 2024 Audit of Antisemitic Incidents, there were 9,354 antisemitic incidents in the United States in 2024, including an 84% increase on college campuses and 860 incidents in K-12 schools.
Samuel J. Abrams is a professor of politics at Sarah Lawrence College and a senior fellow at the American Enterprise Institute.
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A Democratic upset in Connecticut — but Israel was not a factor
(JTA) — Luke Bronin scored a decisive victory over longtime Rep. John Larson in Connecticut’s Democratic primary Tuesday, marking another defeat for AIPAC which had backed the 14-term congressman.
The pro-Israel lobby group is increasingly viewed as politically toxic in Democratic primaries across the country, with several progressive candidates notching victories after making opposition to the group a centerpiece of their campaigns.
Israel and the American Israel Public Affairs Committee, however, were not at the forefront of the contest in Connecticut’s 1st Congressional District, reflecting a more nuanced picture regarding Democratic voters’ shifting sentiments toward Israel.
Bronin and Larson, the race’s two candidates with more traditionally pro-Israel positions, together won nearly 90% of the vote, with Bronin receiving 53% while Larson received 34%. The two progressive candidates in the race, Jillian Gilchrest and Ruth Fortune, who both accused Israel of genocide in Gaza, finished a distant third and fourth.
Bronin, 46, who has Jewish ancestry on his father’s side, is the former mayor of Hartford and also served in the Obama Administration as the Deputy Assistant Secretary for Terrorist Financing and Financial Crimes. His campaign largely centered on affordability and emphasizing the need for new leadership in the Democratic party.
“If we are going to fix this mess that we are in, we need to build a Democratic Party that is bringing a whole new energy to this fight,” Bronin told supporters following his victory.
Israel was not entirely absent from the campaign. Larson, who first took office in 1999, split with Bronin during a primary debate last month when Larson defended his recent vote in support of U.S. military aid to Israel.
“Yes, I voted in favor of making sure that Israel, our ally, is going to get the aid from the United States that it needs. But the Palestinians need humanitarian aid, and Donald Trump has got to enforce the law,” Larson said.
Bronin pushed back at Larson, replying, “Trusting Donald Trump to do the right thing is a mind-blowing example of putting hope over all of the evidence in front of us.”
While Larson had long supported Israel during his tenure in Congress, he has been critical of Israel’s prosecution of the war in Gaza and treatment of Palestinians and vocally opposed the United States’ war in Iran.
Bronin, meanwhile, has said he is against taxpayer money going toward funding offensive military aid to Israel, though he supports “defenses for civilians that protect civilian life against rockets and missiles and drones.”
“I think it’s hugely important that Israel exists as a safe, secure homeland for the Jewish people,” Bronin said when asked about his views on Israel on The Lisa Wexler Show in May. He also spoke out against Prime Minister Benjamin Netanyahu, explaining that the premier had “done enormous damage to Israel’s security, Israel’s standing in the world,” adding that “we have an obligation as a country to say what’s happening is not okay.”
Bronin slightly outraised Larson on the campaign trail, receiving roughly $3.1 million largely from individual donations from billionaires and large firms, while Larson received $2.7 million and relied more on donations from PACs, according to the Federal Election Commission.
Larson received roughly $120,000 in AIPAC-linked donations during the campaign cycle, according to the campaign finance database Open Secrets.
Bronin will now face Republican Amy Chai, a physician and mental health advocate, in the general election for the state’s first congressional district. The district, which spans Bristol, Hartford and Torrington, is home to 27,800 Jews, representing 3.9% of the total population, according to the Berman Jewish Data Bank.
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Jack Ukeles, who used data and idealism to shape Jewish communal life, dies at 89
(JTA) — Throughout a storied career of more than five decades that included key roles in teaching courses at elite universities, policy planning for city and state governments and community surveys for Jewish organizations around the world, Jack Ukeles had one consistent goal: to blend research, data and strategic problem-solving with idealism in making the world a better place.
Ukeles, who died July in Jerusalem at the age of 89, was widely and deeply admired as well for his integrity, wisdom and compassion on both a personal and professional level.
He was also one of the most prominent members of a cohort of Jewish social scientists who, from the 1980s through the 2000s, played a central role in setting the agenda for organized Jewish life. Philanthropists and nonprofit leaders sought their data and recommendations on hot-button issues like rising intermarriage, attachment to Israel, population trends and declining engagement with Jewish institutions.
In 1981, Ukeles joined the Jewish non-profit world as senior planning officer of the New York Federation of Jewish Philanthropies (now UJA-Federation of New York). He led the charity’s first scientific study of the New York area’s Jewish population, and major studies on senior services and Jewish poverty.
Five years later, he went out on his own, launching Ukeles Associates, Inc., and for 28 years led consulting projects combining his experience in policy research, planning and management for a range of secular and Jewish non-profits.
Speaking at the funeral in Jerusalem, where Ukeles and his wife, Mierle, lived since making aliyah in 2012, longtime friend and colleague Asher Ostrin predicted that Ukeles’s teaching, in both classrooms and nonprofit board rooms, will have a lasting effect, especially for American Jewry.
“Generations of Jewish communal professionals are his students, and are taught to reflect the method and values he held dear,” said Ostrin, an executive at the American Jewish Joint Distribution Committee.
Those values were shaped growing up in a religious Zionist home, aware of the trauma his parents endured in Eastern Europe before settling in New York. Ukeles’s mother wanted a first-rate Jewish education for her only son, and after visiting a number of yeshivas, moved the family from The Bronx to Brooklyn so he could attend the Yeshiva of Flatbush, where he thrived academically and as student council president and member of the basketball team.
After seeing a newspaper ad announcing the opening of a university in Israel committed to integrating modern scholarship and traditional Jewish learning, he applied and was accepted in 1955 to Bar-Ilan University’s first class.
“My father was proud to be a member of that first class, and as a student leader there, he wanted to help build the school and be a part of its growth” in synthesizing secular and religious studies, his daughter Raquel Ukeles recalled. “But the administration wasn’t interested.” He was 18 at the time.
After a year in Israel, Ukeles attended a yeshiva and Brooklyn College, where he took courses in community planning, research and data. He received his B.A. in political science in 1959, and an M.A. in city planning two years later at the University of Pennsylvania. In 1962, Ukeles spent a year in New Delhi, India, as a Fulbright Fellow and returned to complete his Ph.D. at Penn in 1971.
During his graduate school years, Ukeles turned a summer job in the New York City planning department into a three-year position. He helped produce the first data-driven analysis of New York City’s housing needs, and was part of a team that reshaped the city’s approach to urban renewal.
He then turned to academia, starting a long-term pattern of moving back and forth between university posts — including the New School, where he later became chairman of the first urban policy graduate program in the U.S. — and designing and leading civil service and financial reforms in New York through the mayor’s office under Abe Beame and Ed Koch.
On behalf of Jewish organizations, he conducted a 2006 survey of Atlanta’s Jewish population that confirmed the explosive growth of Jewish communities in the Sun Belt, and co-authored a 2002 community study showing how Russian immigrants and Orthodox Jews were changing the face of New York City Jewry.
Ukeles was he co-authopr of a 2012 study showing that New York City area’s Jewish population was on the rise again, thanks largely to the growth of Orthodox households.(Spencer Platt/Getty Images)
In 2009, he wrote a report on how nonprofits can turn the severe economic downturn into opportunity. Drawing on his experience in city management, he advised nonprofits neither to panic nor deny the reality of squeezed budgets.
“You can forget about strategy if you do not have courage, if you do not have big ideas, or if you do not have vision, and most importantly, if you do not have compassion,” he said in a lecture that year drawing on the report. “In fact, without the ‘right stuff,’ you are in the wrong line of work.”
Family members noted that the common thread in Ukeles’s career in academia, city government and non-profits was to deal with difficult problems by making decisions based on real data, not theoretical ideas, and to bring the stakeholders around the table to make the best — or sometimes least worst — decisions based on need and priority.
Elie Kaunfer, CEO and president of the Hadar Institute, a center of Jewish life and learning, said that when Ukeles conducted the first formal evaluation of the organization in 2011, “he taught me so much about what kind of questions to ask — not just about experience of the program but ultimate impact on people’s lives.”
John Ruskay, former CEO of UJA-Federation, described him as “a loyal friend and dear colleague who I and so many others turned to repeatedly for counsel, for wisdom, for ‘chizuk’” (inner strength).
Sometimes his counsel came with critique. Steve Bayme, a former American Jewish Committee executive and longtime Ukeles friend, noted: “Jack knew how to offer constructive criticism and even occasional rebuke in ways that colleagues, including those in senior communal positions, could hear and absorb.”
Alan Gill, who served as CEO of the JDC, praised Ukeles for “his expertise in challenging and guiding us.” He said Ukeles “yelled at us” once, which was unheard of from consultants who tended to be dispassionate and analytical, he noted. But the outburst had “a positive effect,” Gill added, reminding JDC staff how much “the mission and work mattered” to Ukeles.
That sense of heartfelt criticism also applied to Ukeles’s devotion to, and frustration with, the state of Israel in recent years. He agonized over the growth of extremism in the haredi Orthodox community and Jewish settler violence, and he spoke out in pieces he published in The Times of Israel.
“Jack loved the Jewish people,” said Sally Gottesman, who was hired by Ukeles as a young consultant in 1997. Now an activist-philanthropist focused on gender and justice in the Jewish community, Gottesman said Ukeles was “a mentor and master teacher” and praised his efforts to promote equality for women.
A prime example was his support for and great pride in the accomplishments of his wife, Mierle, who in seeking to blend art with waste management became the official artist-in-residence of the NYC Department of Sanitation, a volunteer position she has held since 1977. Her unique career was the focus of an award-winning 2025 documentary, “Maintenance Artist.”
“Jack was my heart and soul,” she said. “His support, championing my being a free artist and a full person, all through the years, extending as well to his supporting the work of many other women artists of our time, was without a peer, without an end.”
In addition to his wife, Ukuleles is survived by his daughters, Raquel, who is head of collections at the National Library of Israel, and Yael, a product market manager and founder of two non-profit Israeli environmental education programs, and a son, Meir, who works with an Israel-based VC fund investing in startups.
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A pair of Jewish businessmen gave the Lakers their name. Now another Jewish duo is buying the team.
Back when the National Basketball Association was little more than a startup, two Jewish businessmen named Benjamin Berger and Morris Chalfen bought the worst team in the sport, the Detroit Gems, for $15,000. They relocated the franchise to Minneapolis and gave it a name that nodded to state geography.
Eighty years later, the Lakers are a global brand, have won 17 championships and play in Los Angeles — and for the first time since Berger and Chalfen sold, a Jewish duo will take the reins. Joshua Kushner and Bob Iger are buying a majority stake in the team, ESPN reported Wednesday. They’ll be paying a tad more than Berger did in the 1940s —the Lakers were valued at $12.5 billion in the sale.
It’s been a busy summer for Kushner, a real estate scion married to supermodel Karlie Kloss; his brother Jared is a former Trump administration fixture. A company backed by his VC firm, Thrive Capital, tried to buy a stake in the World Cup last month, causing an international backlash that may yet lead to the resignation of FIFA president Gianni Infantino. (That subsidiary, Thrive Eternal, also owns a stake in the San Francisco Giants.)
Kushner and Iger were reportedly angling to buy an expansion NBA franchise in Las Vegas before pivoting to the Lakers.
“As lifelong NBA fans, we are deeply honored for the opportunity to become stewards of the Los Angeles Lakers, one of the most iconic sports franchises in the world,” Kushner and Iger said in a statement to ESPN.
Kushner is now tasked with restoring the Lakers to “Showtime” glory — perhaps with Kloss courtside in the seat once held by an earlier model-turned-owner, Jeanie Buss.
He comes from a family well-acquainted with the tabloids. His brother, Jared, is married to Ivanka Trump and serves as a White House advisor. Their father, Charles Kushner, made billions in real estate development before he was sent to prison for illegal campaign contributions, tax evasion and witness tampering. (Trump later pardoned him, and today Kushner serves as the U.S. ambassador to France.)
The sale comes 14 months after Buss sold the Lakers to Mark Walter, the head of a private equity firm and a co-owner of the Los Angeles Dodgers. Walter, who bought the team at a $10 billion valuation, is currently facing federal and SEC investigations into insurance companies tied to his broader business operations.
It was not publicly known that the Lakers were for sale, and ESPN’s Ramona Shelburne reported Wednesday that Kushner and Iger — who had previously been bidding for an expansion NBA team in Las Vegas — approached Walter with an offer he couldn’t refuse.
The sale would make the Lakers the 14th NBA team out of 30 with Jewish principal owners. The league was founded by Jewish businessmen in the 1940s.
The newcomers will inherit a roster in transition following the departure of LeBron James, who at 41 is a few months older than Kushner, the youngest majority owner in the NBA.
Behind James and Luka Dončić, the Lakers finished with the fourth-best record in the Western Conference last season and were eliminated in the second round of the playoffs. James signed with the Philadelphia 76ers this offseason in free agency.
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