). American c Society for Engineering Education, 2021 Workshop Result: Teaching Science Diplomacy to Environmental Engineering Researchers Daniel B. Oerther Missouri University of Science and Technology, 1401 North Pine Street, Rolla, MO 65409AbstractA preconference workshop on the subject of science diplomacy was attended by 25participants of the 2017 biennial conference of the Association of EnvironmentalEngineering and Science Professors. The three-fold purpose of the 2017 workshop,included: 1) explaining the value of science diplomacy; 2) demonstrating aspects ofscience diplomacy; and 3) encouraging further
in STEM has been largely unmet across state institutions.One element of change has proven the most recalcitrant across past programs: the urgent need toeffectively and demonstrably change the institutional academic climate for women in the STEMsciences [1], [2]. One reason for the lack of long-term success in sustained institutional changefor gender equity is due to the fact that, “Gender equity should be seen as a systemic rather thanan individual issue” [3]. In order to address equity in higher education across a state system, wehave employed a “top-down” approach that goes beyond individual institutional administrationand starts at the state level. We use the “top-down” terminology to indicate that, although thisproposed work builds
include gender in engineering education research, interdisciplinarity, peer review, engineers’ epistemologies, and global engineering education. Page 26.626.1 c American Society for Engineering Education, 2015 Engineering Faculty Members’ Discussing the Role of University Policy in Addressing UnderrepresentationIntroductionDespite over thirty years of research and outreach to recruit and retain female engineeringstudents, women remain significantly underrepresented in engineering.1 While a large amount ofliterature has been generated on gender inequalities in faculty careers, no
educators will be “restricted” professionals [1]. Some countries however, such as the UK and Sweden, dorequire intending university faculty to have training in teaching and learning. It can be argued that such training servesas the teaching equivalent of the PE; the PEE, as it were.All of this implies a second characteristic of a profession, that is, that it possesses a codified body of knowledge andexpertise. A third characteristic of a profession is that it has agreed standards of behavior, and a set of ethical standardsthat members abide by or face sanctions for violating.This paper argues that, certifications or degrees aside, university teaching should be a professional activity and effectivetraining should be required. If engineering
pursued byengineers to gain visibility, achieve relevance, and influence the public. The profession ofnursing offers three advantages as compared to the profession of engineering in terms ofeffective public engagement, including: 1) trust (i.e., Gallop shows nursing as the “most trusted”profession for 15 years running); 2) gender bias (i.e., the profession of nursing is primarilycomposed of females, which the engineering profession claims is an important target audiencefor marketing efforts); and 3) professionalism (i.e., the canons of ethics for nurses emphasize theimportance of the patient – and hence the value of the individual – while the canon of ethics forengineers emphasize the importance of the nameless “public” – and hence looses the
Engineering.IntroductionScience, Technology, Engineering and Mathematics (STEM) educators continue to emphasizethe need to develop an academic climate that supports systematic innovation and change inengineering education [1]. Change strategies in undergraduate education may be categorized bytheir approach to transformation and by the impact they produce [2]. Transformations that impactan entire environment arise from far-reaching policy adjustments or from developing a sharedvision of the desired change, which are referred to as top-down or bottom-up approaches,respectively. However, top-down approaches to change have been demonstrated to be far lesseffective than bottom-up approaches [3]. To successfully implement organizational change, it isnecessary for all of the
Faculty forOrganizational Retention and Management. TRANSFORM initiatives aimed to increase therecruitment, retention, advancement, and leadership development of female faculty in STEMdisciplines at a Master’s L institution by adapting strategies proven successful at researchuniversities. The grant has been operationalized through three strategies: (1) Dual CareerServices aiming to provide employment opportunities to accompanying partners via the creationof a consortium and a website; (2) Research Initiation Awards supporting advancement andtenure needs by providing release time and funds to early-career female STEM faculty; and (3)Leadership Developments increasing education opportunities in the areas of leadership forfaculty and
Seminar Seriesb c d Figure 1. Flyer and brochures from the first four years of the Seminar Series. (a) 2012- 2013 was a simple word document flyer, (b) 2013-2014 had an image of DNA generated by a faculty member and student, (c) 2014-2015 was a purchased image, (d) 2015-2016 was illustrated by an art professor at the University who will oversee future covers created by students and faculty.supportive climate, enhancing promotion and leadership, and increasing retention of womenfaculty in STEM. Support for a seminar series that would increase faculties’ networkingopportunities and allow a young female to take on a leadership role in the organization of theseries was in
credibility or respect 13, 19; andlack of mentoring and/or sponsorship by a senior colleague. 11, 13, 18, 20These findings from the faculty climate survey, objective data review, and benchmarking laid theground work for the successful submission and subsequent funding of the National ScienceFoundation Institutional Transformation (IT) grant. The AdvanceRIT (NSF Award #1209115project was implemented in 2012. The objectives of this project are to: 1. Refine and strengthen targeted institutional structures, and install practices that promoting representation and advancement of women faculty. 2. Improve the quality of women faculty work life, professional development, and incentive/reward structures. 3. Align institutional
involved in Page 26.1216.5planning and implementation) should take account of factors such as:1. Is the project located near borders between rival groups?2. Will the location and design of irrigation channels impinge on divisions between different ethnic (or religious, etc) groups?3. In the case of international waterways, consider the World Bank’s safeguard cautions.4. The World Bank cautions should similarly be applied to projects in internationally contested areas, and in border-spanning resource development (e.g. natural gas, petroleum, water).5. Are there external “diseconomies” (e.g. pollution causing health or economic damage) that
track, ● support networking of these and other members, ● development of a STEM pipeline of female STEM academics.SWE, like other professional societies, recognizes the significance of mentoring, relationships,and retention of like-minded engineers. In the case of this discussion, it has been recognized fordecades that female STEM faculty benefit from mentoring due to their unique position inacademia.1 Not only are there issues based on gender, but female STEM faculty are often part ofa non-traditional group, which may include older, minority, and disabled women. Due to thenature of this paper, we will consider these topics as appropriate, but will focus on retention ofwomen in academia, support from other professional societies, networking