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1. Building Your Dream Team for Change

   https://doi.org/10.18260/1-2--32489  

   Margherio, Cara ; Doten-Snitker, Kerice ; Litzler, Elizabeth ; Williams, Julia ; Andrijcic, Eva ; Mohan, Sriram ( June 2020 , 2019 ASEE Virtual Annual Conference Content Access)

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   his panel paper presents research on connecting theory to practice and the lessons learned in a change project, with a focus on team formation during the early stages of change making. An important yet often overlooked step in any change project is pulling together individuals to form a competent and efficient team. A functional change-making team requires a variety of complementary skill sets, which may come from different disciplinary backgrounds and/or different prior experiences. Kotter (1996) uses the term “guiding coalition” to refer to an effective change-making team. He identifies four key characteristics of guiding coalitions: position power, expertise, credibility, leadership. Kotter also goes on to examine the importance of trust and a common goal. In a review of the literature on guiding coalitions, Have, Have, Huijsmans, and Otto (2017) found that though the concept of a guiding coalition is widely advocated in the literature, only one study showed a moderate correlation between the existence of a guiding coalition and the success of a change process (Abraham, Griffin, & Crawford, 1999). Have et al. (2017) conclude that while the literature provides little evidence to the value of a guiding coalition, it does provide evidence that Kotter’s characteristics of a guiding coalition (position power, expertise, credibility, leadership skills, trust in leadership, and setting common goals) individually have positive effects on the outcomes of a change project. However, we don’t know how these characteristics interact. This analysis of team building and complementary skill sets emerges from our participatory action research with the NSF REvolutionizing engineering and computer science Departments (RED) teams to investigate the change process within STEM higher education. The research-to-practice cycle is integral to our project; data gathered through working with the RED teams provides insights that are then translated into applied, hands-on practices. We utilize an abductive analysis approach, a qualitative methodology that moves recursively between the data and theory-building to remain open to new or contradictory findings, keeping existing theory in mind while not developing formal hypotheses (Timmermans & Tavory, 2012). We find that many of the teams have learned lessons in the early stages of the change process around the guiding coalition characteristics, and our analysis builds on the literature by examining how these characteristics interact. For example, the expertise of the social scientists and education researchers help discern which change strategies have supporting evidence and fit the context, in addition to what is reasonable for planning, implementation, and evaluation. The results presented in this paper connect theory to practice, clarifying practices for building effective change-making teams within higher education. 

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2. Integration and Implementation (INT) CS 5604 F2020

   Hicks, Alexander ; Thazhath, Mohit ; Gupta, Suraj ; Long, Xingyu ; Poland, Cherie ; Hsieh, Hsinhan ; Mahajan, Yash ; Chandrasekar, Prashant ; Fox, Edward A. ( December 2020 , Information storage and retrieval)

   null (Ed.)

   The first major goal of this project is to build a state-of-the-art information storage, retrieval, and analysis system that utilizes the latest technology and industry methods. This system is leveraged to accomplish another major goal, supporting modern search and browse capabilities for a large collection of tweets from the Twitter social media platform, web pages, and electronic theses and dissertations (ETDs). The backbone of the information system is a Docker container cluster running with Rancher and Kubernetes. Information retrieval and visualization is accomplished with containers in a pipelined fashion, whether in the cluster or on virtual machines, for Elasticsearch and Kibana, respectively. In addition to traditional searching and browsing, the system supports full-text and metadata searching. Search results include facets as a modern means of browsing among related documents. The system supports text analysis and machine learning to reveal new properties of collection data. These new properties assist in the generation of available facets. Recommendations are also presented with search results based on associations among documents and with logged user activity. The information system is co-designed by five teams of Virginia Tech graduate students, all members of the same computer science class, CS 5604. Although the project is an academic exercise, it is the practice of the teams to work and interact as though they are groups within a company developing a product. The teams on this project include three collection management groups -- Electronic Theses and Dissertations (ETD), Tweets (TWT), and Web-Pages (WP) -- as well as the Front-end (FE) group and the Integration (INT) group to help provide the overarching structure for the application. This submission focuses on the work of the Integration (INT) team, which creates and administers Docker containers for each team in addition to administering the cluster infrastructure. Each container is a customized application environment that is specific to the needs of the corresponding team. Each team will have several of these containers set up in a pipeline formation to allow scaling and extension of the current system. The INT team also contributes to a cross-team effort for exploring the use of Elasticsearch and its internally associated database. The INT team administers the integration of the Ceph data storage system into the CS Department Cloud and provides support for interactions between containers and the Ceph filesystem. During formative stages of development, the INT team also has a role in guiding team evaluations of prospective container components and workflows. The INT team is responsible for the overall project architecture and facilitating the tools and tutorials that assist the other teams in deploying containers in a development environment according to mutual specifications agreed upon with each team. The INT team maintains the status of the Kubernetes cluster, deploying new containers and pods as needed by the collection management teams as they expand their workflows. This team is responsible for utilizing a continuous integration process to update existing containers. During the development stage the INT team collaborates specifically with the collection management teams to create the pipeline for the ingestion and processing of new collection documents, crossing services between those teams as needed. The INT team develops a reasoner engine to construct workflows with information goal as input, which are then programmatically authored, scheduled, and monitored using Apache Airflow. The INT team is responsible for the flow, management, and logging of system performance data and making any adjustments necessary based on the analysis of testing results. The INT team has established a Gitlab repository for archival code related to the entire project and has provided the other groups with the documentation to deposit their code in the repository. This repository will be expanded using Gitlab CI in order to provide continuous integration and testing once it is available. Finally, the INT team will provide a production distribution that includes all embedded Docker containers and sub-embedded Git source code repositories. The INT team will archive this distribution on the Virginia Tech Docker Container Registry and deploy it on the Virginia Tech CS Cloud. The INT-2020 team owes a sincere debt of gratitude to the work of the INT-2019 team. This is a very large undertaking and the wrangling of all of the products and processes would not have been possible without their guidance in both direct and written form. We have relied heavily on the foundation they and their predecessors have provided for us. We continue their work with systematic improvements, but also want to acknowledge their efforts Ibid. Without them, our progress to date would not have been possible. 

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3. Riding the Wave of Change in Electrical and Computer Engineering

   https://doi.org/10.18260/1-2--28807  

   Rover, Diane ; Zambreno, Joseph ; Mina, Mani ; Jones, Phillip ; Jacobson, Douglas ; McKilligan, Seda ; Khokhar, Ashfaq ( June 2017 , 2017 ASEE Annual Conference)

   Electrical and computer engineering technologies have evolved into dynamic, complex systems that profoundly change the world we live in. Designing these systems requires not only technical knowledge and skills but also new ways of thinking and the development of social, professional and ethical responsibility. A large electrical and computer engineering department at a Midwestern public university is transforming to a more agile, less traditional organization to better respond to student, industry and society needs. This is being done through new structures for faculty collaboration and facilitated through departmental change processes. Ironically, an impetus behind this effort was a failed attempt at department-wide curricular reform. This failure led to the recognition of the need for more systemic change, and a project emerged from over two years of efforts. The project uses a cross-functional, collaborative instructional model for course design and professional formation, called X-teams. X-teams are reshaping the core technical ECE curricula in the sophomore and junior years through pedagogical approaches that (a) promote design thinking, systems thinking, professional skills such as leadership, and inclusion; (b) contextualize course concepts; and (c) stimulate creative, socio-technical-minded development of ECE technologies. An X-team is comprised of ECE faculty members including the primary instructor, an engineering education and/or design faculty member, an industry practitioner, context experts, instructional specialists (as needed to support the process of teaching, including effective inquiry and inclusive teaching) and student teaching assistants. X-teams use an iterative design thinking process and reflection to explore pedagogical strategies. X-teams are also serving as change agents for the rest of the department through communities of practice referred to as Y-circles. Y-circles, comprised of X-team members, faculty, staff, and students, engage in a process of discovery and inquiry to bridge the engineering education research-to-practice gap. Research studies are being conducted to answer questions to understand (1) how educators involved in X-teams use design thinking to create new pedagogical solutions; (2) how the middle years affect student professional ECE identity development as design thinkers; (3) how ECE students overcome barriers, make choices, and persist along their educational and career paths; and (4) the effects of department structures, policies, and procedures on faculty attitudes, motivation and actions. This paper will present the efforts that led up to the project, including failures and opportunities. It will summarize the project, describe related work, and present early progress implementing new approaches. 

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4. Team-based instructional change in undergraduate STEM: characterizing effective faculty collaboration

   https://doi.org/10.1186/s40594-021-00273-4  

   Sachmpazidi, Diana ; Olmstead, Alice ; Thompson, Amreen Nasim ; Henderson, Charles ; Beach, Andrea ( December 2021 , International Journal of STEM Education)

   Abstract Background Team-based instructional change is a promising model for improving undergraduate STEM instruction. Teams are more likely to produce sustainable, innovative, and high-quality outcomes than individuals working alone. However, teams also tend to involve higher risks of failure and can result in inefficient allocation of valuable resources. At this point, there is limited knowledge of how teams in the context of STEM higher education should work to achieve desirable outcomes. Results In this study, we collect semi-structured interview data from 23 team members from a total of 4 teams at 3 institutions across the USA. We analyze the results using a grounded theory approach and connect them to the existing literature. This study builds upon the first part of our work that developed a model of team inputs that lead to team outcomes. In this part, we identify the mechanisms by which input characteristics influence teamwork and outcomes. Team member data expand this initial model by identifying key aspects of team processes and emergent states. In this paper, we present five team processes: strategic leadership, egalitarian power dynamics, team member commitment, effective communication, and clear decision-making processes, that shape how teams work together, and three emergent states: shared vision, psychological safety , and team cohesion , that team members perceived as important aspects of how teams feel and think when working together. Conclusions This work furthers our understanding of how instructional change teams can be successful. However, due to the highly complex nature of teams, further investigation with more teams is required to test and enrich the emerging theory. 

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5. Unified Voice and Group Agency: Developing Teams to Transform Engineering Education

   Margherio, C. ( July 2021 , 2021 ASEE Virtual Annual Conference Content Access)

   This research paper investigates how individual change agents come together to form effective teams. Improving equity within academic engineering requires changes that are often too complex and too high-risk for a faculty member to pursue on their own. Teams offer the advantage of combining a diverse skill set of many individuals, as well as bringing together insider knowledge and external specialist expertise. However, in order for teams of academic change agents to function effectively, they must overcome the challenges of internal politics, power differentials, and group conflict. This analysis of team formation emerges from our participatory action research with recipients of the NSF Revolutionizing Engineering Departments (RED) grants. Through an NSF-funded collaboration between the University of Washington and Rose-Hulman Institute of Technoliogy, we work with the RED teams to research the process of change as they work to improve equity and inclusion within their institutions. Utilizing longitudinal qualitative data from focus group discussions with 16 teams at the beginning and midpoints of their projects, we examine the development of teams to transform engineering education. Drawing on theoretical frameworks from social movement theory, we highlight the importance of creating a unified team voice and developing a sense of group agency. Teams have a better chance of achieving their goals if members are able to create a unified voice—that is, a shared sense of purpose and vision for their team. We find that the development of a team’s unified voice begins with proposal writing. When members of RED teams did not collaboratively write the grant proposal, they found it necessary to devote more time to develop a sense of shared vision for their project. For many RED teams, the development of a unified voice was further strengthened through external messaging, as they articulated a “we” in opposition to a “they” who have different values or interests. Group agency develops as a result of team members perceiving their goals as attainable and their efforts, as both individuals and a group, as worthwhile. That is, group agency is dependent on both the credibility of the team as well as trust among team members. For some of the RED teams, the NSF requirement to include social scientists and education researchers on their teams gave the engineering team members new, increased exposure to these fields. RED teams found that creating mutual respect was foundational for working across disciplinary differences and developing group agency. 

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