instructors, departments, and colleges. Additionally, the data can be used asan objective source of formative feedback for potential peer mentoring professional development programsor self-evaluation. Smith et. al. (2013) created the validated COPUS with 25 codes (e.g., instructor lectures,instructor writes, student ask question, clicker questions, etc.) that observers mark within 2-minute intervals.Observers can be trained to use the protocol during a 1.5 hour period, reducing the substantial trainingrequired by other commonly utilized protocols such as Teaching Dimensions Observation Protocol (TDOP)and Reformed Teaching Observation Protocol (RTOP) (Smith, et al., 2013). Since the introduction of COPUS, researchers have further validated the tool
and criteria used to assess this, and developed a rubricthat formed the basis for the Professional Strategic Plan Development Tool (PDT).In December of 2017, the leadership of the P&T Re-visioning Committee used the informationobtained from the literature review, relevant Academic Senate Documents, existing SoE Policies,and the PDT, to write a draft of the Criteria and Procedure Policy for Evaluation and Promotionof Faculty, Faculty of Practice and Lecturers and Tenure of Faculty. The initial draft wasreviewed by the Dean of the SoE, and representatives from the Office of Diversity and Inclusionand the Women’s Center. Feedback provided by these groups was used to make modifications tothe draft which was then released to the entire Re
around education issues in general, and in particular on increasing access and success of those traditionally under-represented and/or under-served in STEM higher education.Prof. William L. Hughes, Boise State University Professor William L. Hughes is the Director of the Micron School of Materials Science & Engineering at Boise State University. He also serves as the Director of the Nucleic Acid Memory Institute, where his research team reads and writes information into DNA for archival storage applications. Finally he is a faculty fellow of the College of Innovation + Design, which he cofounded at Boise State. Professor Hughes received his B.S. and Ph.D. in Materials Science & Engineering from Virginia Tech and
: Brain Dump/Free write 1% T: Cooperative cases 2% R: Concept maps 2% K: Self/ peer formative assessment 2% C: Think/Pair/Share 2% J: Computer based interaction… 3% I: Formative quizzes / surveys 3% S: Cases 7% A: Student orally respond to a… 7% P: Debates 8% L: Small group presentations /… 8% M: Role playing/simulations… 13% V: Cooperative learning/problem… 15% G: Application activity
impacted their leadership development and careeradvancement. Through data collection and analysis, the researcher will identify emergentdevelopmental relationship functions specific to engineering faculty. Researcher field notesreveal anticipated findings such as the power of observation and the significance of rolemodeling experienced by the participants. The anticipated findings support new functionsidentified in previous research specific to the population of higher education leaders. Theimportance of peer relationships and the existence of multiple developers are also consistent withprevious findings. Results from this study will inform a mentoring model being developed bythe author which will help faculty focus on being intentional about
isevident within the courses this faculty member teaches, with multiple technology programs andinstructional software are used during class and for student study purposes. The FLC was not this faculty member’s first experience with collaborative learningtechniques. In fact, this faculty member had participated in multiple active or collaborativelearning professional development experiences and had facilitated another FLC focused on theintegration of active learning in faculty pedagogy prior to joining the FLC for implementation ofcollaborative learning techniques. This faculty member is identified by colleagues as an activelearning expert and can often be found counseling his peers on new techniques or approachestoward more interactive
evidence-based writing, and alsoto interacting with stakeholders. In the coach role faculty provide a moderate amount of structure, withweekly assignments and meetings, and considerable formative feedback. Since the problems are usuallyauthentic and impact a client, there is considerable attention to the quality of the result; however thedelegator role is more appropriate than supervisor since learning outcomes emphasize transferrable skillsrather than disciplinary content. Major Project: Nine credit-hour experiences in which students tackle a challenge in their major area ofstudy, typically in small teams. For engineering students, this might be a design project for an industrialsponsor, or it could be related to faculty research. Students
disciplines at a large southwestern university. The project,funded by the Kern Family Foundation, began in fall of 2018 with the aim of institutionalizingthe entrepreneurial mindset (EM), improving and expanding evidence-based pedagogicalstrategies in capstone courses, and creating a faculty Community of Practice to share resourcesand best classroom practices.Sixteen capstone faculty from multiple engineering disciplines participated in three workshopsand three coaching sessions in the fall semester. The workshops promoted the EM andevidence-based pedagogical best practice and covered topics including: (a) ‘cultivatingcuriosity’ for opportunity recognition, (b) writing measurable student learning objectives, (c)‘making connections’ in the design
understanding together and are working with common interests for theirteaching even if they are teaching different classes.Faculty development groups were designed to follow the SIMPLE principles, which had beendeveloped and refined during a prior project that studied a network of ongoing faculty learningcommunities in a single discipline but across multiple institutions [8]. The SIMPLE principlesare: Sustainable – groups are small, ongoing, relevant to participants; Incremental change –participants identify and implement small, manageable changes that can require only modesttime and are not overwhelming; Mentoring – participants receive mentoring from the groupleader, as well as peer mentoring form other members of the group; People-driven
a Turbulent Era.Katie JohansonDr. Kinnis Gosha, Morehouse College Dr. Kinnis Gosha (Go-Shay) is an Assistant Professor in the Department of Computer Science and Di- rector of the Culturally Relevant Computer Lab at Morehouse College. Dr. Gosha’s research interests include conversational agents, social media data analytics, computer science education, broadening par- ticipation in computing and culturally relevant computing. More specifically, Gosha’s passion lies in his research in virtual mentoring where he has several peer-reviewed research publications. Gosha’s Cultur- ally Relevant Computing Lab is comprised of approximately 10 top undergraduate researchers each year from Morehouse College, Spelman College
innovation. Such models of development-and-dissemination are widely used totransform undergraduate instruction [15] and demonstrate that successful implementation in oneeducational context can be transferred to another with potential for similar success [16, 17].A report by the American Society of Engineering Education (ASEE), Creating a Culture forScholarly and Systematic Innovation in Engineering Education, endorses the creation of such aculture for scholarly and systematic innovation within engineering education [18]. The reportconceptualizes innovation in engineering education as intentionally engaging the faculty in acycle that reciprocates between “research” and “practice”. The authors write, “In an instantiationof the model, and practitioners
tenured Associate Professor of Engineering Physics at Lewis-Clark State College. Dr. Utschig consults with faculty across the university about bringing scholarly teaching and learning innovations into their classroom and assessing their impact. He has regularly published and presented work on a variety of topics including assessment instruments and methodologies, using technology in the classroom, instructional design, team-based learning, and peer coaching. Dr. Utschig completed his PhD in Nuclear Engineering at the University of Wisconsin–Madison. c American Society for Engineering Education, 2019 Connecting Theory with Practice: Four Change Projects in Faculty
all first-time graduate student instructors. Thistraining consists of two parts: a 7-hour orientation and an ongoing professional developmentduring the term. The orientation begins with a session on inclusive teaching to align with theCoE strategic plan to improve diversity, equity, and inclusion (DEI). It also contains a variety ofpedagogical workshops and an opportunity to practice delivering a lesson to a small group oftheir peers. The ongoing professional development allows students to choose from workshops,active-learning practice or a midterm student feedback consultation, along with reflectiveexercises. The structure of this training approach is in-between short programs (i.e., one-dayevents) and long programs (i.e., 20+ hours) carried
Purdue University. She also holds a M.S. in Astronomy and Astrophysics and a B.S. in Astronomy and Meteorology both from Kyungpook National University in South Korea. Her work centers on engineer- ing education research, as a psychometrician, program evaluator, and institutional data analyst. She has research interests on spatial ability, creativity, gifted education, STEM education, and meta-analyses. She has authored/co-authored more than 50 peer-reviewed journal articles and conference proceedings and served as a journal reviewer in engineering education, STEM education, and educational psychology, as well as a co-PI, an external evaluator or advisory board member on several NSF-funded projects (CA- REER, iCorps