skip to main content
US FlagAn official website of the United States government
dot gov icon
Official websites use .gov
A .gov website belongs to an official government organization in the United States.
https lock icon
Secure .gov websites use HTTPS
A lock ( lock ) or https:// means you've safely connected to the .gov website. Share sensitive information only on official, secure websites.


Title: Place‐based civic science—collective environmental action and solidarity for eco‐resilience
BackgroundEducating children and young people (CYP) from marginalized communities about environmental crises poses a unique dilemma as educators strive to prepare them to deal with the climate crisis without compounding the stressors and fear of an unlivable future many already face. We explored how place‐based civic science (PBCS) can provide opportunities to engage youth in environmental understanding and action through teamwork in which youth feel that they belong to a group larger than themselves and gain a sense of hope from working with others toward shared goals. We argue that combining PCBS pedagogies of collective action and collaborative learning spaces can help to buffer against distress as CYP grapple with global environmental crises. MethodsWe drew from qualitative responses (student reflections and public presentations) of 486 6–12th graders (majority students of color) on what they learned from participating in PBCS projects. Projects involved egalitarian partnerships between adults from environmental organizations, teachers and student teams studying and acting together to mitigate problems and presenting their efforts in public venues. ResultsStudents’ qualitative responses revealed an identification with their team and its goal forged through the work, respect for their voice, belief in their capacity and confidence to take collective action and even enjoyment of working together to address community concerns. ConclusionsPBCS through collective learning/action in student teams and nonhierarchical intergenerational partnerships, and connections that CYP forge with organizations in the broader community, can help to build CYP’s agency and efficacy while addressing “emotionally heavy” issues such as climate change.  more » « less
Award ID(s):
1759291
PAR ID:
10448096
Author(s) / Creator(s):
 ;  ;  ;  
Publisher / Repository:
Wiley-Blackwell
Date Published:
Journal Name:
Child and Adolescent Mental Health
Volume:
27
Issue:
1
ISSN:
1475-357X
Format(s):
Medium: X Size: p. 39-46
Size(s):
p. 39-46
Sponsoring Org:
National Science Foundation
More Like this
  1. null (Ed.)
    Through a qualitative case study approach, this study examines the pedagogical context of training and mentoring students to undertake STEM internships. This paper explores the learning conditions and outcomes of Biotech Partners (BP), a nonprofit organization working at the intersections of bioscience/biotechnology workforce education in collaboration with public high schools and professional experts and organizations in a range of STEM industries. Incorporating multiple stakeholder perspectives (youth, industry partners, mentors, biotech educators), the study unpacks the nature and impacts of these cross-sector partnerships: In what roles and in what ways do bioscience educators and business and industry workforce members motivate students from diverse underrepresented populations to become aware of, interested in, and prepared for careers in the STEM workforce? 
    more » « less
  2. Supporting and sustaining positive educational change is an area of increasing focus in higher education and remains a persistent challenge. Using student partnerships is one promising way to help promote these much-needed changes. This case study focuses on Departmental Action Teams (DATs), which are groups of faculty, students, and staff working together in the same department to make sustainable improvements to undergraduate education. Here we focus on DATs from four different departments, across two research-intensive universities in the USA, to draw attention to the important roles that students play as change agents in these groups. We also reflect upon the inherent challenges in building partnerships that incorporate meaningful power sharing to effect educational change 
    more » « less
  3. This research paper investigates the process of forming strategic partnerships to enact organizational change. There has been increasing interest in forming strategic partnerships in higher education due to a variety of motivations, such as pooling of resources and improving the professional development process for students (Worrall, 2007). It is important to examine how strategic partnerships form because the process of formation sets the objectives and expectations of the relationship, which in turn impact the likelihood of success and sustainability of the relationship. Further, despite the growing interest in forming strategic partnerships, the majority of these partnerships fail (Eddy, 2010). This analysis of strategic partnerships emerges from our participatory action research with university change agents activated through the NSF REvolutionizing engineering and computer science Departments (RED) Program. Through an NSF-funded collaboration between [University 1] and [University 2], we work with the change-making teams to investigate the change process and provide just-in-time training and support. Utilizing qualitative data from focus group discussions and observations of monthly cross-team teleconference calls, we examine the importance of motivations, social capital, and organizational capital in the process of forming strategic partnerships. We find that change-making teams have utilized a variety of strategies to establish goals and governance within strategic partnerships. These strategies include establishing alignment among institutional goals, project goals, and partner organization goals. Further, the strategic partnerships that have been most successful have occurred when teams have intentionally built mutually beneficial relationships and invited their partner into the visioning process for their change projects. These results delineate practices for initiating strategic partnerships within higher education and encourage faculty to build mutually beneficial strategic partnerships. 
    more » « less
  4. Abstract BackgroundCalls to improve learning in science, technology, engineering, and mathematics (STEM), and particularly engineering, present significant challenges for school systems. Partnerships among engineering industry, universities, and school systems to support learning appear promising, but current work is limited in its conclusions because it lacks a strong connection to theoretical work in interorganizational collaboration. Purpose/HypothesisThis study aims to reflect more critically on the process of how organizations build relationships to address the following research question: In a public–private partnership to integrate engineering into middle school science curriculum, how do stakeholder characterizations of the collaborative process align with existing frameworks of interorganizational collaboration? Design/MethodThis qualitative, embedded multiple case study considered in‐depth pre‐ and post‐year interviews with teachers, administrators, industry, and university personnel during the first year of the Partnering with Educators and Engineers in Rural Schools (PEERS) program. Transcripts were analyzed using a framework of interorganizational collaboration operationalized for our context. ResultsResults provide insights into stakeholder perceptions of collaborative processes in the first year of the PEERS program across dimensions of collaboration. These dimensions mapped to three central discussion points with relevance for school–university–industry partnerships: school collaboration as an emergent and negotiated process, tension in collaborating across organizations, and fair share in collaborating toward a social goal. ConclusionsTaking a macro‐level look at the collaborative processes involved enabled us to develop implications for collaborative stakeholders to be intentional about designing for future success. By systematically applying a framework of collaboration and capitalizing on the rich situational findings possible through a qualitative approach, we shift our understanding of collaborative processes in school–university–industry partnerships for engineering education and contribute to the development of collaboration theory. 
    more » « less
  5. ObjectiveWe explore the relationships between objective communication patterns displayed during virtual team meetings and established, qualitative measures of team member effectiveness. BackgroundA key component of teamwork is communication. Automated measures of objective communication patterns are becoming more feasible and offer the ability to measure and monitor communication in a scalable, consistent and continuous manner. However, their validity in reflecting meaningful measures of teamwork processes are not well established, especially in real-world settings. MethodWe studied real-world virtual student teams working on semester-long projects. We captured virtual team meetings using the Zoom video conferencing platform throughout the semester and periodic surveys comprising peer ratings of team member effectiveness. Leveraging audio transcripts, we examined relationships between objective measures of speaking time, silence gap duration and vocal turn-taking and peer ratings of team member effectiveness. ResultsSpeaking time, speaking turn count, degree centrality and (marginally) speaking turn duration, but not silence gap duration, were positively related to individual-level team member effectiveness. Time in dyadic interactions and interaction count, but not interaction length, were positively related to dyad-level team member effectiveness. ConclusionOur study highlights the relevance of objective measures of speaking time and vocal turn-taking to team member effectiveness in virtual project-based teams, supporting the validity of these objective measures and their use in future research. ApplicationOur approach offers a scalable, easy-to-use method for measuring communication patterns and team member effectiveness in virtual teams and opens the opportunity to study these patterns in a more continuous and dynamic manner. 
    more » « less