How COVID-19 Led to Improvements and Adaptations to Experiential Learning Opportunities for an Increasingly Remote Environment

Jessica Britt; Lucas W. Shoults

Download Paper | Permalink

Conference: 2021 ASEE Virtual Annual Conference Content Access
Location: Virtual Conference
Publication Date: July 26, 2021
Start Date: July 26, 2021
End Date: July 19, 2022
Conference Session: Cooperative and Experiential Education Division Technical Session 1
Tagged Division: Cooperative and Experiential Education
Page Count: 20
DOI: 10.18260/1-2--37253
Permanent URL: https://peer.asee.org/37253
Download Count: 338

Paper Authors

biography

Jessica Britt Energy Systems Division, Argonne National Laboratory

visit author page

Jessica Britt is a systems modeling and controls engineer at Argonne National Laboratory; in this role, Jessica oversees many aspects of the EcoCAR Mobility Challenge – a premier automotive collegiate competition. Jessica organizes competition activities related to modeling, controls, human-machine-interface, and user experience. Jessica holds Bachelor’s and Master’s degrees in electrical engineering with a focus in systems and controls from the Georgia Institute of Technology.

visit author page

biography

Lucas W. Shoults Energy Systems Division, Argonne National Laboratory

visit author page

Lucas Shoults is a vehicle systems engineer at Argonne National Laboratory. His responsibilities are centered around facilitating the Advanced Vehicle Technology Competitions current series, the EcoCAR Mobility Challenge. These tasks include energy storage system design and testing, vehicle technical inspection and evaluations, and propulsion system integration. Lucas holds a Bachelor's and Master's degree in mechanical engineering from Virginia Tech.

visit author page

Download Paper | Permalink

Abstract

In the words of Oscar Wilde, “To expect the unexpected shows a thoroughly modern intellect.” When the COVID-19 pandemic spread throughout the US in March of 2020, companies in all sectors of the economy learned that it is imperative to quickly respond to the unexpected. Companies needed to leverage their organizations’ core values to adapt and implement a crisis strategy that met the needs of the COVID-19 pandemic while evolving the value offered to stakeholders. This paper is a case study on how Argonne National Laboratory, the organizing committee of an advanced vehicle technology competition developed a “contingency thinking” strategy to pivot and address stakeholder’s needs despite the uncertain impacts of COVID-19.

Contingency thinking is an adaptive planning strategy based on the principles of design thinking and value assessment. This strategy is an iterative process which includes: assessing the value of activities, developing contingency plans with increasing fidelity, collecting feedback from stakeholders, and incorporating feedback into the next iteration of contingency plans. Competition organizers employed this process because it reinforced the core mission of the competition and delivered minimum viable value irrespective of the ever-changing COVID-19 implications. The contingency thinking process resulted in the collegiate competition’s first ever virtual semester – “Career Connected Learning.” Career Connected Learning was a five-part virtual initiative providing students with resources to excel in the competition, collaborate with other universities, and meet stakeholders’ expectations. This dynamic initiative tailored activities to universities’ unique circumstances and was praised by all stakeholders.

This case study reviews the competition organizer’s successful implementation of the contingency thinking process. As this was the first time the organizers implemented a highly adaptive process, the organizers faced many challenges including a compressed timeline, ever changing constraints for planning events, and the impacts of COVID-19 on team morale. Throughout this process, the organizers learned the importance of communicating a clear problem statement, collecting structured stakeholder feedback early, keeping an open mind, utilizing low fidelity prototypes, and employing project management tools. Over the past year, organizers gained experience from their successes and failures, and these valuable lessons can be applied to any organization seeking to manage the unexpected.

Citation
Format

Britt, J., & Shoults, L. W. (2021, July), How COVID-19 Led to Improvements and Adaptations to Experiential Learning Opportunities for an Increasingly Remote Environment Paper presented at 2021 ASEE Virtual Annual Conference Content Access, Virtual Conference. 10.18260/1-2--37253

TY  - CPAPER
AB  - In the words of Oscar Wilde, “To expect the unexpected shows a thoroughly modern intellect.” When the COVID-19 pandemic spread throughout the US in March of 2020, companies in all sectors of the economy learned that it is imperative to quickly respond to the unexpected. Companies needed to leverage their organizations’ core values to adapt and implement a crisis strategy that met the needs of the COVID-19 pandemic while evolving the value offered to stakeholders. This paper is a case study on how Argonne National Laboratory, the organizing committee of an advanced vehicle technology competition developed a “contingency thinking” strategy to pivot and address stakeholder’s needs despite the uncertain impacts of COVID-19. 

Contingency thinking is an adaptive planning strategy based on the principles of design thinking and value assessment. This strategy is an iterative process which includes: assessing the value of activities, developing contingency plans with increasing fidelity, collecting feedback from stakeholders, and incorporating feedback into the next iteration of contingency plans. Competition organizers employed this process because it reinforced the core mission of the competition and delivered minimum viable value irrespective of the ever-changing COVID-19 implications. The contingency thinking process resulted in the collegiate competition’s first ever virtual semester – “Career Connected Learning.” Career Connected Learning was a five-part virtual initiative providing students with resources to excel in the competition, collaborate with other universities, and meet stakeholders’ expectations. This dynamic initiative tailored activities to universities’ unique circumstances and was praised by all stakeholders.

This case study reviews the competition organizer’s successful implementation of the contingency thinking process. As this was the first time the organizers implemented a highly adaptive process, the organizers faced many challenges including a compressed timeline, ever changing constraints for planning events, and the impacts of COVID-19 on team morale. Throughout this process, the organizers learned the importance of communicating a clear problem statement, collecting structured stakeholder feedback early, keeping an open mind, utilizing low fidelity prototypes, and employing project management tools. Over the past year, organizers gained experience from their successes and failures, and these valuable lessons can be applied to any organization seeking to manage the unexpected. 
AU  - Jessica Britt
AU  - Lucas W. Shoults
CY  - Virtual Conference
DA  - 2021/07/26
PB  - ASEE Conferences
TI  - How COVID-19 Led to Improvements and Adaptations to Experiential Learning Opportunities for an Increasingly Remote Environment
UR  - https://peer.asee.org/37253
DO  - 10.18260/1-2--37253
ER  -