affiliation).Before the three-day convening, teams submitted a draft version of their plans to address thechanges proposed by ABET as well as the results of an institutional inventory of their DEIresources. Throughout the workshop, teams further developed their plans and gave feedback toand received feedback from at least two other teams.In this paper (written from the perspective of the external evaluators, with contributions frommembers of the planning team), we identify common issues across institutions related to theimplementation and assessment of DEI that might be navigated collaboratively based ondocument analysis and participants’ survey responses. Specifically, we discuss the challengesand supports commonly expressed by event participants
, and mental models were introduced. Examples were sharedby faculty who had already begun to incorporate sustainability concepts into their courses.During the workshop, the participants planned concrete changes to their own courses anddiscussed changing the curriculum across the 4 years of the undergraduate experience. BackgroundTraditionally, sustainability has not been part of the standard engineering curriculum. Bysustainability we mean meeting human needs (current and future) within planetary boundaries,covering social (including diversity, equity, and inclusion, DEI), environmental, and economicaspects. As an additional challenge, various disciplines across the campus are siloed, so thatstudents in business, the arts, engineering
leanstartup style "build-measure-learn" cycles [12, 14] but tailored for curricular innovation. Thissummer innovation workshop can itself be considered as an “incremental innovation” and seekto answer a key question: "whether and to what extent the innovation training workshop seriescan help faculty with framing/planning their curricular or pedagogical changes". We then seekto use the evidence gathered to re-examine our assumptions and to suitably modify ourworkshop. This Evidence-Based Practice seeks to provide our preliminary insight into thisquestion.Methods1. Initiation of Educational innovation teamsTCORPS recruited its first cohort of instructors in March 2021 and the second cohort in April2022 for participation in the summer 2021 and summer
facilitators. We begin by briefly describing the FLCmeetings completed and planned for over this time frame, followed by a detailed description ofhow we are investigating the impacts of this intervention. We will present the design of ourqualitative study which includes evaluating participant feedback. We are collecting feedbackwithin each session, as well as over the complete experience. Additionally, we plan to collect datafrom our participants’ students in their Spring semester classes to examine potential impactsmade by our members’ application of concepts gained through the experiences of the FLC. Weconclude by describing our hypothesized expectations for this work and look forward to feedbackfrom the community on these efforts.IntroductionIt is
once a year. The program is facilitated by Olin andUNC faculty and staff and has a basis of entrepreneurial-minded learning in its facilitation [1].The second annual in-person retreat will take place in summer 2023 with activities designed tohelp guide new institutions through the development stages of their programming. The schoolsparticipating in the EMERGE program range from those in the early planning stages for anengineering program to those that have launched programs recently to those that have moreestablished programs, including several who have received ABET accreditation. Recognizingthat starting, and then maintaining, a healthy, entrepreneurially minded engineering program is amulti-year process with numerous challenges, the EMERGE
. Faculty will reflect on the importance of using empathy and their interaction with students in teaching. 2. Faculty will apply the concept of empathy with equity-focused teaching strategies in their classroom settings. 3. Faculty will create an action plan to enact empathy in their teaching approaches towards their students. 2. Purpose of the workshop: Empathy in Equity-focused TeachingAs empathy is a component of the strategic vision of the College of Engineering at the University ofMichigan, this “Teaching with Empathy” workshop can potentially attract many faculty interested inincorporating more equity-focused teaching in their classrooms. Empathy, a learnable and teachable skill[10], can be a great starting point for the faculty’s equity
?● How might we increase the use of evidence-based and inclusive teaching practices?● Do campuses have different systems for annual reviews and tenure/promotion reviews?● How is student feedback incorporated into teaching evaluations?Future WorkOur Dean plans to integrate aspects of the new teaching evaluation process into annual faculty activityreports, which are used to document performance and determine faculty merit raises. These reportsinclude self-reported and database collected information such as: publications, grants, course enrollment,course evaluation summaries, advisee count, committee participation, etc. New sections will be includedfor teaching self-reflections, teaching improvement plans and progress, and other teaching
engineering studentsdevelop a specific way of thinking and approaching problem-solving that is characterized by curiosity,connections and a focus on creating value [5]. By cultivating an entrepreneurial mindset, engineeringstudents can learn to be more creative, adaptable, and resilient in their professional and personal livesregardless of whether they choose to become entrepreneurs or intrapreneurs. Because of the seeminglynatural overlap between makerspace skill development and EML, faculty development efforts that mergethe two frameworks have been created. B-FAB, or the Bucknell Fabrication workshop, was a 3-dayexperience for faculty and staff to introduce makerspace equipment, discuss pedagogy, and plan forclassroom implementation [6]. The Kern
them with the training, support, and resources they need toincorporate technology effectively into their lesson plans. One key benefit of empoweringteachers with technological tools is that it can help level the playing field regardingeducational access.Technology can provide new opportunities for students who may need access to specificresources or information. It facilitates students to attend online lectures/webinars and otherlearning resources from any experts (national/international), thus providing learning beyondboundaries. Another benefit is that technology can make learning more engaging andinteractive for students since they are digital natives [Otto and Strimel, 2022]. The effectiveuse of technological tools helps them to stay
course up a level.The teaching pyramid can also be used as part of assessing the teaching center. Are thereprograms that support faculty at each level? Do the programs help faculty or courses move up alevel over time? Are any faculty consistently in the lowest level and how is that beingaddressed? Are there any patterns of courses or classrooms often showing up at the lowest levelsand what support is needed to make changes?In summary, this paper shares a teaching pyramid framework for thinking about teachingimprovements, for planning programming to meet faculty where they are with enable actionablenext steps in moving towards teaching excellence, and for assessing the teaching center.IntroductionThe mission of our teaching center is to improve
program. As a result, thisfaculty development initiative is often more difficult for academic units to support due to realand perceived budgetary and schedule sustainment constraints. Despite challenges, the casestudy will highlight that considerations other than upfront cost should be more heavily weighted.A more visible return on investment is realized through the purposeful development ofeducational objectives for the faculty development experience (in this research case, an industryresidency) and alignment and documentation of those objectives against the greater vision ofenhanced curriculum development plans. Systematic documentation of the industry residencyexperience and alignment with curricular program requirements, student learning
virtual meetings and workshops, includinga virtual Kickoff Workshop, a hybrid Writers Retreat, and 1:1 coaching with the ProjectCoordinator and other writing mentors. By the end of the AWP, 27 authors had drafted 71activities in 17 areas of CS. Fifty-eight activities were revised and approved by the programas ready for classroom testing. Almost all of the authors planned to use the developed activitiesin their classes (88%) and share them with others (78%), while 75% planned to develop moreactivities. Almost all (88%) felt that the writing process impacted how they teach with POGILactivities. Thus, the AWP is an effective model to support faculty and produce quality activities.1. IntroductionCollaborative learning activities benefit student
improvement as a result of focused development in postdoc training according toanother study in this review. Other areas related to career planning were mentioned as skillspostdocs wanted to learn, including negotiating, interviewing, promotions, handling rejection,and managing uncertainty. Other important components needed for a postdoc to develop are supportive mentorshipand a community. The quality of the mentorship a postdoc receives can heavily influence theirsatisfaction in their role. This could negatively impact the increased productivity postdocs havein research publications by causing the postdoc to feel unprepared and take another position,stretching their time as a postdoc past the productive peak of 3 years [4]. In Nowell et al’s
school in each modality, participants have done substantial writing anddevelopment on their own projects, and they delve into methodological issues of collecting,reducing, and analyzing data from the perspective of noticing ideas (e.g. in classroom video,student free responses, or interviews) and regularizing that noticing (e.g. through generativecoding). Near the end of the field school, participants receive deep collaborative feedbackfrom facilitators through the “riff on a project” modules, and they plan explicitly for the nextsix months of research and development work.Flow of one moduleA typical flow of a module starts by orienting participants to the topic and learning goalsassociated with that module; and eliciting their ideas, hopes, and
theseintegrated courses on student learning. Students have been receiving FANUC certificates formaterial handling and operation through the Industrial Robotics class. Now, they have theadditional option of obtaining FANUC Robot Operator licensing I and II through NOCTI, whichwill serve as an added certification beyond the standard course completion certificate. If thisintegration is successful, the future goal is to include MET students and develop an automatedassembly system with vision capability for CNC parts and manufacturing.Research Question and Assessment PlanThe main research question that we are planning to address is “How does the integration of"Automation & PLC" and "Industrial Robotics" courses, combined with faculty
designers on diffusion rates. To betterunderstand the adoption data that has been collected, surveys were sent to training participantsafter the school year had started to better understand how they intend to use or are using theinformation from the trainings. While intentions to behavior changes do not always correlatestrongly to actual behavior changes, articulating specific things they intend to do does increasethe likelihood of the intentions being realized [17]. The relevant questions in the survey were: • Even before participating in this workshop, I planned to use Gradescope in at least one of my courses during the upcoming year. (1: strongly disagree; 2: disagree; 3: neutral; 4: agree; 5: strongly agree) • After
institutions to develop aQuality Enhancement Plan (QEP), which must focus on improving specific student learningoutcomes and/or student success. Our SACSCOC accreditation was most recently reaffirmed in2016 and our QEP, EDGE: Enhanced Discovery through Guided Exploration, was designed toenhance student learning by infusing creative inquiry (CI) throughout the undergraduateexperience. With EDGE, we implemented an integrated curricular and co-curricular plan thatenabled our students to develop the skills to formulate CI questions, decide on proper approachesto address them, explore relevant evidence, and produce and present their findings or creations.From 2016-2021, 170 EDGE course grants were funded in all eight of our Colleges or Schoolsfor faculty
(e.g., rich-context problems [13], peer instruction [14], tutorials [15], flippedclassroom [16]) led teams of instructors in the planning of the sessions and the design and creationof the coursework materials from before and throughout the courses. The coaches guided weeklycollaborative learning and reflection meetings and accompanied the courses’ implementationthrough classroom and virtual support. The program also considered a follow-up structure, whichprovided timely feedback and continuous evaluation of the program processes.Conceptual FrameworkAttention to professional development in higher education has grown in recent decades. Severalreviews have analyzed the factors that influence programs’ effectiveness (e.g., [17]–[19]). Forinstance
or loosely defined [14] - [16]. Finally, research indicates that uncertaintysurrounding the standards by which one is being evaluated can lead to professionaldissatisfaction and can (perhaps unnecessarily) complicate one’s ability to plan and present acompelling case for promotion [17].There is debate about whether it would help to make written criteria and guidelines morecomprehensive [18]. Alternatively (or in addition), departments can rely on various types ofmentoring mechanisms as a means of clarifying the process. One such mechanism, which hasreceived relatively little discussion in the literature, can be found in pre-tenure peer reviews.Many universities have a process by which faculty are reviewed on their teaching, research
labor that manyapplicants of color participate in but may not be listed on a CV or cover letter (Bhalla, 2019).Third, a diversity statement can help the search committee identify candidates who may beinterested in supporting and advancing diversity and inclusion efforts within the department.Namely, these applicants may help contribute to social justice and positive departmental changethat would benefit students, faculty, and staff (Turner et al., 2008). Fourth, a request for adiversity statement may force applicants who have never been required to consider diversityissues within their teaching, research, and service to plan for how they will help advancediversity efforts. Finally, some search committees may feel diversity statements provide
highly experienced and different in that they occupydifferent positions in the system of power within higher education (assistant teaching professorand full professor).Table 1. The instances of ungrading analyzed for this paper.Instance Title Instructor Number of Level Amount students ungradedA1 Ergonomics and Biomechanics First author 9 BS, MS, PhD 100%A2 Inclusive Design First author 37 MS 100%E1 Empirical Traditions in [redacted] Second author 8 PhD 100%E2 Capstone Design Planning
who participated in the study experienced challenges related to planning andoperationalizing their lessons (e.g., knowing how to select content for their lessons), using thelearning management system, and navigating online classroom environments. Further, analyzingthe data through the lens of Schlossberg’s Transition Theory helped identify that the supportstructure used to cope with challenges was informal mentorship, i.e., participants sought supportfrom senior peers who had taught the same classes they were teaching and built their materialfrom existing resources. These findings provide a first step in creating specific professionaldevelopment activities for both new engineering faculty and new faculty generally to improvetheir experience
discuss and review potential interventions they did or could do in the classroom.Furthermore, the lead faculty utilized the University of Dayton learning management system(LMS) to develop a website with additional resources and information available to all the facultyparticipants.While the FLC approach and the list of EML micromoment activities seemed attractive to manyfaculty members, several challenges emerged. Examples include time conflicts with otheractivities, lack of additional stipends, and a rapid modification to their planned lectures. Despitethese constraints, a small faculty cohort (n = 7) met, when possible, throughout the semesterduring three different sessions to share their micromoment implementations, suggestions, andstudents
Cohort 1 and six Cohort 2 teams participated. Participants were askedto take a post meeting survey to get feedback over their learning and sentiments for the event andthe specific format of the event. The subjects ranked how much they agreed with a series of 4statements associated with learning and new idea generation according to a 5 point Likert scale: 1) The teaching retreat stimulated/provided new ideas for pedagogical innovation. 2) Are you likely to attend another Antigua style forum? 3) I plan to implement ideas learned/developed at the retreat in my teaching. 4) How would you rate your engagement for this Antigua style format?Data Analysis Interaction sheets were collected at the end of the event and processed into
offer faculty training programs to improve their mentoring skills andrelationships. The Entering Mentoring training curriculum is a popular evidence-based approachused by many mentor programs. Determining the effectiveness of the Entering Mentoringtraining curriculum involves measuring a training program's results and determining whetherintended outcomes have been achieved. Thus, it is essential to understand assessment tools andtheir appropriate usage when planning and evaluating mentorship programs. Since itsintroduction in 2005, the Entering Mentoring training curriculum has been evaluated usingvarious assessment tools and approaches. This study aims to systematically review empiricalstudies conducted in STEM fields, including intervention
creating an inclusive classroom environment. - How do you plan to support a welcoming classroom environment as a TA? Teaching Assistant This section offers strategies for faculty ❏ Work with the TAs to identify roles and Interactions on how they can better interact with TAs responsibilities in accommodating students with as part of creating an inclusive various needs environment for the teaching team. - Work with the Office of Accessible Education
allocated time to plan their micromoment activity for immediate implementation following.December Creating Value Facilitators led a discussion to describe what value means through related to the KEEN Framework and to the students. Creating Motivation value was discussed in two meetings. In this meeting, faculty were introduced to Deci and Ryan’s Self-Determination Theory [15] and how students engage in activities based on autonomy, competence, and relatedness. Undergraduate students were invited to discuss with faculty what motivates them and what
recommend an already-developed rubric [12] or create their ownthat search committees can use as-is or adapt to their own needs. As a result of this study onsearch committees, we have developed rubrics for our institution for both DEI statements andoverall candidate evaluation at all stages of the faculty search process that are adaptable to anydiscipline. An interesting theme that arose from the interviews was how search committees talkedabout DEI, including how they evaluated DEI statements, what was considered evidence of acommitment to DEI (e.g., past activities or ideas for future contributions), and how importantDEI was in comparison to research and teaching. We plan to write a future paper addressingthese topics.References• [1
education, director of the university’s Quality Enhancement Plan, and director of the Center for Teaching & Learning. Randy holds a B.B.A. in Information Systems and Quantitative Studies from Abilene Christian University, an M.Ed. in Secondary Education from Stephen F. Austin State University, an Ed.D. in Higher Education from Texas A&M-Commerce, and an M.S. in Library Science from the University of North Texas. His publications have addressed technology’s impact on course development, teacher education, and library services. Randy McDonald is a past-president of the Texas Distance Learning Association.Lani Draper, Texas A&M University Lani Draper, Instructional Designer for the College of Engineering at
for talks andworkshops, and three external speakers were selected to present remotely during the fallsemester. The spring semester follows up on this speaker series with an on-the-ground workshop.A graphical representation of our plan of action is included below in Table 1. Table 1 Simplified chart for mutual mentoring programOur central goal was to cultivate an engineering education research community of practice atNortheastern University. The mechanism established to support this fledgling community was aprogram of speakers to provide community experiences that enhance professional development,while laying the groundwork for continued collaborations. In the short-term, success was focusedon broad faculty participation in