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Affairs and a bachelor’s degree in political science from Boston College. Kathleen worked for five years as the assistant director of Northeastern’s ADVANCE Office of Faculty Development and now serves as the manager of human resources and faculty affairs in the College of Social Sciences and Humanities at Northeastern University. Kathleen is pursuing a doctorate in education, concentrating in organizational leadership studies and focuses her research on career development.Dr. Carol B. Muller, Stanford University c American Society for Engineering Education, 2018 Paper ID #24237 Carol B. Muller is
Paper ID #242332018 CoNECD - The Collaborative Network for Engineering and ComputingDiversity Conference: Crystal City, Virginia Apr 29Advancing the College of Engineering Strategic Goal of Becoming a NationalModel of Inclusivity and CollaborationMichelle Kay Bothwell, Oregon State University Michelle Bothwell is an Associate Professor of Bioengineering at Oregon State University. Her teaching and research bridge ethics, social justice and engineering with the aim of cultivating an inclusive and socially just engineering profession.Dr. Padma Akkaraju, College of Engineering, Oregon State University Padma Akkaraju is the
Paper ID #213292018 CoNECD - The Collaborative Network for Engineering and ComputingDiversity Conference: Crystal City, Virginia Apr 29Social Enterprise Model for a Multi-Institutional Mentoring Network for Womenin STEMDr. Sara A. Atwood, Elizabethtown College Dr. Sara A. Atwood is an Associate Professor and Chair of Engineering at Elizabethtown College in Penn- sylvania. She holds a BA and MS from Dartmouth College, and PhD in Mechanical Engineering from the University of California at Berkeley. Dr. Atwood’s research interests are in creativity, engineering design, first-generation and low-income students, internship
ensure that hiring policies require that those being hired can demonstrate cultural competence.The work by Armstrong and Jovanovic (2015) studying the impact of a large group of NSFADVANCE IT grants indicates that it is important to: (a) Create accountable leadership:Institutional leaders (provosts, deans, department chairs) must take active roles as co-changeagents, (b)Understand the (N)umbers Game: Majority faculty must listen to URM women'svoices and learn to be effective allies, (c) Enable community structures: this includes connectingURM women via consortia, coalitions, conferences, understanding URM women as primaryactors, and providing URM women with space to define their own needs and to createcommunities.Launching Academics on the
of Practice. Boston, MA: Harvard Business School Press, 2002.[13] S. R. Ali and J. L. Saunders, “The career aspirations of rural appalachian high school students,” Journal of Career Assessment, vol. 17, no. 2, pp. 172–188, 2009. [Online]. Available: https://doi.org/10.1177/1069072708328897[14] T. Kuppens, R. Spears, A. S. Manstead, B. Spruyt, and M. J. Easterbrook, “Educationism and the irony of meritocracy: Negative attitudes of higher educated people towards the less educated,” Journal of Experimental Social Psychology, 2017. [Online]. Available: http://www.sciencedirect.com/science/article/pii/S0022103116305509
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Mean for YOUR Work? • Teams & Time • Education & Engagement • Community & Commitment • Assessment & Awareness • Individual & Inimitable • Desire & DevelopmentResources: Toolkit &Worksheet Resources:TECAID Model & Graphic Resources: Case Studies Working as a team on DEI Issues Gathering strategic information for planning DEI change Effectively navigating conflict while engaging in DEI change efforts Think-Pair-Share: What’s Your Motivation?• Why does having a diverse, equitable, and inclusive engineering department culture matter to you? Discussion: Ground Work• Where are you already gaining ground in your desire to create DEI-related change? (can