Active, Blended, Collaborative Legend: Enduring Outcome Activities Workshop Topics/Related Concepts Participants/Existing Frameworks Figure 1. Concept Map of Curricular Priorities for the Faculty Development Workshop 4Philosophy of Engagement and Curricular PrioritiesThe enduring outcomes of the workshop concerned an internalization of various active, blended,collaborative pedagogies of engagement that are particularly effective for teaching engineeringstudents. Participants of the workshop also demonstrated through their reflections and
are working to find better ways to evaluation teaching. Peerevaluation of teaching is used by many institutions; however, these evaluations commonly lacksubstance. Teaching portfolios are also commonly used as a tool for teacher reflection leading toefforts of improvement. Yet concerns persist about the nature and effectiveness of teachingevaluation.Over the past five years, Brigham Young University has developed a process built on the conceptthat peer review can be an effective tool for the evaluation of teaching just like it is for theevaluation of scholarship. In this process, the faculty member is responsible to providesubstantive evidence of the effectiveness of their teaching efforts in a teaching portfolio. Peerreviewers then evaluate
Year Engineering Experience committee, supervisor of the LTU Thermo-Fluids Laboratory, coordinator of the Certificate/Minor in Aeronautical Engineering, and faculty advisor of the LTU SAE Aero Design Team. Dr. Gerhart conducts workshops on active, collaborative, and problem-based learning, entrepreneurial mindset education, creative problem solving, and innovation. He is an author of a fluid mechanics textbook.Dr. Maria-Isabel Carnasciali, Merrimack College Maria-Isabel Carnasciali is the new founding Associate Dean of the School of Engineering and Computational Sciences at Merrimack College (MA). Previously, she spent 13 years at the University of New Haven (CT) where her last role included four years as Assistant
accompanies acollaborative classroom environment, this approach spurs greater participation during the FLC.This approach also provides a renewed emphasis on student engagement, student-centeredlearning, and a further de-prioritization of DFW rates.CompetenceCompetence has been the focus of multiple higher education studies and refers to our basic needto feel effectance and mastery15,16. The need for competence is satisfied when opportunities todemonstrate one’s skills are frequently provided and in a way that allows students to receivefeedback and improve on their performance. For example, working in groups or project teams iscommon in some STEM disciplines and is also a common complaint and/or concern amonginstructors. An issue here could be that
of the participants (9). (2) We did not anticipate the prospect of such a group not only achieving “results” in the form of more scholarly productivity and externally funded research but serving as vehicle for encouragement, growth, accountability, and collegiality between faculty from disparate fields. In a word, we did not set out to use WWG for faculty development. Yet, we believe that it is occurring. (3) We thought we knew what issues were important to our region for water. In some ways, we did. Yet we found that, when you want to conduct research or education projects that not only generate peer-reviewed publications but need to show tangible benefit to local people, you must spend time
experience in remote learning, most faculty and students still prefer traditional face-to-face teaching [1], but the experience of the remote classroom has undoubtedly changed the waywe engage in traditional face-to-face courses today and moving forward. Various studies havebeen conducted regarding the issues and outcomes of the COVID-19 pandemic [2-9]. The impacton university students [2, 4], university centers for teaching and learning (CTLs) [6, 7], and publicK-12 school systems [5, 8] have been initially documented, but further studies regarding the lastingimpacts of the pandemic are sure to come. A question that remains is: in what ways have we seenpositive change to our higher-educational courses as a result of the pandemic? This study aims
award in 2024. Dr. Panther has experience conducting workshops at engineering education conferences both nationally and internationally, has been a guest editor for a special issue of European Journal of Engineering Education on inclusive learning environments, and serves on the Australasian Journal of Engineering Education advisory committee. Dr. Panther received both her Ph.D. and M.S. in Environmental Engineering from Oregon State University.Mrs. Katie Mowat, University of Nebraska, Lincoln Mrs. Katie Mowat is a PhD Candidate at the University of Nebraska. She is an engineer that loves to work with people, learn about new ideas and developments in her field, and spend quality time with friends and family. Her goal
teacher…then it becomes as ineffective as just going with student evaluations because you don’t know if students are leaving with good quality knowledge…Just because every two minutes I’m talking or they’re talking or they’re engaged doesn’t fully say, you know, how well they’re actually learning the material (Participant 6). In short, although all faculty felt the process was helpful or very helpful, they articulated the need tomodify the system to be more contextual and nuanced for different courses and circumstances. Barriers. The main potential barriers for implementing the new system into the College of Engineeringincluded concerns about resources and the potential resistance of other faculty to receiving feedback onteaching. First, when
team of faculty to address the current state of instructional practices college-wide. TheCoE had undergone a change in leadership with a new Dean in 2019 and an Associate Dean ofAcademic Affairs in 2021. Building on what the faculty and departments had reported in theirABET Self-Studies during their 2020 accreditation visits, the new administration leaders soughtto first understand the existing culture regarding engineering education within this college.Prior InitiativesIn Fall of 2014, prior college leadership sponsored a six-month internal study conducted by asmall team of engineering faculty and administrators. The team performance was guided by thetraining received in the team alchemy[1] system. Using a process of stakeholder discovery
development aimed to improve the pedagogy used in existingand newly designed active learning spaces. Texas A&M University opened 32 new activelearning spaces in a redesigned engineering building in fall 2018. In essence, these redesignedspaces embrace the idea of enabling active learning in every space by deliberate design offurniture, spacing and technology. To aid faculty in assimilating active learning pedagogies intotheir course(s) in both existing and redesigned spaces, a college-wide faculty developmentinitiative was developed. Two studies explored engineering faculty’s knowledge, perceptions andpractice of active learning at Texas A&M. Study I surveyed the faculty development programparticipants, prior to attending the first workshop
thematic analysis, which is “a method forsystematically identifying, organizing, and offering insight into patterns of meaning (themes)across a data set” [17, p. 57]. Finally, two faculty facilitators were asked to provide theirreflections as part of the subsequent results and discussion section.Results and DiscussionPreliminary results from participant interviews revealed emerging themes that illuminate thedynamics of engagement for participants in the CoP. Similar to other researchers [5], the barriersidentified encompassed concerns about time and workload constraints, compensation issues, anduncertainties surrounding expectations related to scholarship.“Sadly, my academic unit does not seem to value [entrepreneurial mindset and scholarship
intheir classes [24].Assumptions refer to the predefined interpretations or meanings toward academic activities.Such attitudes become a barrier to change when there is a negative assumption toward the RBIS.As Handelsman, et al. [27] noted, many faculty assumed such a conclusion because the currenteducational systems still generate many successful new scientists.Values denote the collective importance or reputation that faculty and administrators attribute toacademic activities. Researchers have found that cultural values could be barriers or drivers toadoption of RBIS depending on certain elements: the faculty’s collective value put on traditionalteaching methods [12], the value placed on innovations by administrators [26], and theimportance that
some sort of accommodations to alleviate predicaments such as family distress, lack of resources during online instruction, well-being issues, etc. This communication aspect is intended to gauge the faculty’s receptivity to unexpected situations.Aspect 5: Frequency by which student communicated with faculty members regardingaccommodations, assignments, or coursework It is equally important to understand whether students initiated communication with faculty members when needing accommodations. Frequently, faculty members are unaware of the adversity experienced by students during the semester. It is not only the responsibility for faculty members to be flexible in certain situations, but it is also the responsibility of students
this ratherunpleasant situation, how may young faculty members of the Arab Gulf Region,overcome these difficulties and survive in this maelstrom of indecisiveness anduncertainty? What is the role of the institution in assisting young faculty inovercoming the initial hurdles at the start of their journey?The paper addresses issues and concerns that beset the majority of young engineeringfaculty in the Arab Gulf Region at the start of their academic career, and argues thatthe introduction, early on, of “well thought out” professional development strategiesof engineering educators would raise their self-confidence as teachers and help inequipping them with the tools they need in disseminating knowledge in theclassroom. This does not mean that
, become demoralized, thus adversely affecting outcome. Given this ratherunpleasant situation, how may young faculty members of the Arab Gulf Region,overcome these difficulties and survive in this maelstrom of indecisiveness anduncertainty? What is the role of the institution in assisting young faculty inovercoming the initial hurdles at the start of their journey?The paper addresses issues and concerns that beset the majority of young engineeringfaculty in the Arab Gulf Region at the start of their academic career, and argues that Page 25.993.3the introduction, early on, of “well thought out” professional development strategiesof engineering educators
teaching as an unpleasant“chore” they have to put up with. These frustrations and ill feelings, unless properlyaddressed and dealt with early on, would result in serious consequences, such as:opting out, changing jobs, or else continue to face problems in the classroom, andeventually, become demoralized, thus adversely affecting outcome. Given this ratherunpleasant situation, how may young faculty members of the Arab Gulf Region,overcome these difficulties and survive in this maelstrom of indecisiveness anduncertainty? What is the role of the institution in assisting young faculty inovercoming the initial hurdles at the start of their journey?The paper addresses issues and concerns that beset the majority of young engineeringfaculty in the Arab
exposed to different teaching styles, including traditional lectures (e.g.,PowerPoints with learning objectives) and using specific technology, such as Excel, in addition toactive learning techniques. The faculty members implemented a series of micromoment activitiesfrom the set, including Concept Maps, Question Frenzy, Google it, Paper-Prototyping, and Bingo[15]. As we discussed during our sessions, the first time a micromoment activity was run by aparticipating faculty member was challenging. Through the FLC, the lead faculty and the otherparticipants supported and heard each other's concerns and provided suggestions for futureimplementations. Encouragement and support to keep micromoment implementations wereconstantly offered to all faculty
, most such changes have ended-up being more positive than negative. However, the negative perception of these changes among SEE is something of which NEE need to be cognizant, and it behooves educators everywhere to be vigilant and discerning about trends that have potential to end-up being more negative than positive.8. Overemphasis on Assessment, Statistics, “Research”, and New-and-Improved Pedagogy in Educational “Innovation”: Another controversial issue that concerns SEE is increasing (over) emphasis on assessment, quantification, and statistics in research and innovation in education, and apparent disproportionate influence of educational “theorists” (versus “practical” engineering educators), sometimes without any
administrative issues for the entire semester. Additional faculty may be assigned toteach a lecture section of the course for the entire semester.In all three courses, a GTA is assigned to lead the coordination of workshop activities for theentire semester. The lead GTA helps prepare the other GTAs to lead workshop, helps preparematerials for workshop, and serves as a liaison between the GTAs and the faculty.Undergraduates are hired as homework graders for ENGE 1024 and ENGE 1114. A lead gradermay be appointed to help prepare homework solutions and grading instructions for the othergraders. The titles of lead GTA and lead grader are valued by the appointees.Logistics for hiring personnelOne of the biggest issues regarding the hiring of personnel is
academic landscape of highereducational institutions in the United States. Their diverse perspectives, cultural backgrounds,and expertise enrich the learning environment and contribute to the global reputation of theAmerican higher educational landscape. The landscape of U.S. higher education has experienceda notable transformation in recent years, marked by the increasing presence of internationalfaculty, especially in the fields of science and engineering[1]. This growth is evident in datahighlighting that the representation of foreign-born faculty easily surpasses that of domesticunderrepresented racial/ethnic groups. The National Center for Education Statistics (NCES) datarefers that out of 11,599 new tenure-track (assistant professor level
Paper ID #43908Learning from Experience: A Faculty-Led Collaborative Inquiry ExploringEvidence-Based Strategies for Embedding Communication Skills Across EngineeringCurriculaDr. Ashley R Taylor, Virginia Polytechnic Institute and State University Dr. Ashley Taylor (she/her) is a Collegiate Assistant Professor in the Department of Biomedical Engineering and Mechanics at Virginia Tech. Her teaching and research focus on mobilizing engineering students to solve pressing real-world challenges through community-based participatory approaches. Taylor has partnered alongside communities in rural Appalachia, Nigeria, Malawi, Tanzania
against five peerinstitutions (selected by UD) and 110 cohort institutions who took the survey in the same three-year period. Benchmarking analysis showed that UD scored below its peer and cohortinstitutions on all measures related to P&T clarity. COACHE correspondingly identified “tenureexpectations: clarity” as an area of concern at UD. Disaggregated data within UD show evenlower levels of satisfaction surrounding clarity of P&T among women faculty and amongunderrepresented minority (URM1) faculty. Women faculty perceive the P&T process, thecriteria, and expectations as less clear than do men. Women faculty are also less satisfied withthe consistency of messaging surrounding P&T than are men. URM faculty perceive the P&
reasons for this lack of implementation are connected to a limitedunderstanding of faculties’ cultural pluralism, in other words, the ways that minoritized groupsfully participate in the dominant society yet maintain their cultural differences in all aspects oftheir lives, communities, and professions (Guerrero & Lachance, 2018). Paris & Alim (2014)posit that activities designed to train or mentor educators should not rely “solely on abstract orfixed versions of the culturally situated practices of our communities” (p. 7). Instead, asset-basedprofessional development must lie in “survival […] and [...] changing the conditions under whichwe live and work by opening up new and revitalizing community-rooted ways of thinking abouteducation
an online platform overnight, placing an additional workload on facultyacclimating to new methodologies and technology associated with online delivery. Manycolleges and universities were also faced with financial concerns, a consequence of diminishedenrollment, having to reduce overall budgets impacting the availability of resources. Now thatthe immediate danger has subsided, colleges, universities, and their faculty members are left withthe residual effects of the pandemic and are seeking to understand the new norm and better waysto serve faculty, staff, and students moving forward.PurposeThe purpose of this study was to understand the motivational factors important to engineeringand technology faculty in an urban campus setting and to
shared vision, developing possible tangible outcomes, writingoperating procedures, selecting an appropriate platform for communication, and facilitatingreflection and changes to practice.1. IntroductionThe benefits of mentoring as a form of faculty professional development are well established,and there are many different structures in which mentoring can occur. The most traditionalstructure is that of a formal mentoring program, pairing senior and junior faculty. Although thistraditional structure has many advantages, there is a hierarchy in the relationship that mayprevent the mentee (i.e., junior faculty member) from sharing important challenges and concerns,especially if the mentor is involved in key decisions such as tenure and promotion
institution.Other concerns noted in the literature (15, 16, 17) need to be looked into, prior to the adoption andimplementation of a selected plan.IV. Summary and Concluding Remarks:Properly selected adjunct faculty can enrich an engineering program by bringing in theirpractical experience, and by introducing relevant field applications to the classroom. Adjunctfaculty can also provide important linkages for developing joint programs between industry andacademic departments, and, could trigger employment opportunities for graduates. Nevertheless,the position of adjunct faculty, in most colleges, is tenuous, and subject to change in enrollments.They do suffer from: negative administration and faculty perception, limited connectivity withmainstream issues
whereas female students ranked funding opportunities and ranking ofschool as the top 2 influential factors for deciding the school for their graduate studies. For female students the top 3 influential factors in choosing a school were: 1. Funding opportunities (composite rank of 7.2) 2. Ranking of school (composite rank of 6.7) Page 15.972.5 3. Quality of faculty members (composite rank of 6.4) For male students, the top 3 concerns were: 1. Location of university (composite rank of 6.8) 2. University recruitment effort (composite rank of 6.7) 3. Employment prospects after graduation (composite rank of 6.3) Figure 2
recent years.11, 12, 13, 14Figure 3. Computer Science Listed as Probable Major Among Incoming Freshmen Page 11.344.3Over the past three years, Texas A&M University – Corpus Christi has worked to addressthese issues using a three-pronged approach. First, faculty and students have workedtogether, through grant funding, to design and implement a recruitment program aimed atreaching out to high school students. Second, grant funding has also been used to set uppaid undergraduate fellowships and to implement a tutoring program targeted specificallyfor undergraduate computer science students in an effort to increase
seminars in every interview. The PECF Program facilitated seven seminarsduring the first year of the program (see Appendix B). There were three seminars in the Fallcovering classroom management, mentoring students, and community research. In the Spring,they covered handling ups and downs, raising visibility profile, creativity, and creatingcommunity. The topics the seminars covered varied, but they all addressed important aspects ofacademia that any early career scholar would need to know to be successful both in the jobsearch and as new faculty. All participants praised the seminars and their content, referring tothem as “helpful” and “very useful.” One fellow described most of the seminars they attendedand described their impact: We have
environments that support the retention and advancement ofLatinx/Hispanic faculty members is essential for promoting diversity and equity within academicinstitutions [7]. The underrepresentation of Latinx/Hispanic professors in engineering academiaposes challenges to achieving diversity, equity, and inclusion within academic institutions.Addressing this issue requires concerted efforts from institutions, policymakers, and stakeholdersto dismantle systemic barriers and create more inclusive environments for underrepresentedgroups. Particularly, external programs like the Faculty Development Symposium can be acatalyst in supporting the retention of Latinx/Hispanic faculty in engineering by providingculturally competent and responsive programming, a