Interdisciplinary teams are on the rise as scientists attempt to address complex environmental issues. While the benefits of team science approaches are clear, researchers often struggle with its implementation, particularly for new team members. The challenges of large projects often weigh on the most vulnerable members of a team: trainees, including undergraduate students, graduate students, and post‐doctoral researchers. Trainees on big projects have to navigate their role on the team, with learning project policies, procedures, and goals, all while also training in key scientific tasks such as co‐authoring papers. To address these challenges, we created and participated in a project‐specific, graduate‐level team science course. The purposes of this course were to: (1) introduce students to the goals of the project, (2) build trainees' understanding of how big projects operate, and (3) allow trainees to explore how their research interests dovetailed with the overall project. Additionally, trainees received training regarding: (1) diversity, equity & inclusion, (2) giving and receiving feedback, and (3) effective communication. Onboarding through the team science course cultivated psychological safety and a collaborative student community across disciplines and institutions. Thus, we recommend a team science course for onboarding students to big projects to help students establish the skills necessary for collaborative research. Project‐based team science classes can benefit student advancement, enhance the productivity of the project, and accelerate the discovery of solutions to ecological issues by building community, establishing a shared project vocabulary, and building a workforce with collaborative skills to better answer ecological research questions.
This content will become publicly available on September 1, 2024
- Award ID(s):
- 2039480
- NSF-PAR ID:
- 10477378
- Publisher / Repository:
- American Meteorological Society
- Date Published:
- Journal Name:
- Bulletin of the American Meteorological Society
- Volume:
- 104
- Issue:
- 9
- ISSN:
- 0003-0007
- Page Range / eLocation ID:
- E1552 to E1563
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
More Like this
-
more » « less
Abstract -
Longitudinal analysis of nationwide single and multi-institutional data shows the positive relationship between student educational outcomes and a diverse student population. Various position papers and empirical studies have raised awareness about the importance of diversity in higher education within the academic community and policy makers over the past half century. However, lack of participation by underrepresented students in higher education remains a chronic and multidimensional problem. Mitigating any particular factor and expecting broad based impact has not worked and will not work. The U.S. Department of education suggested some proven, over-arching principles for institutions of higher education to increase diversity, viz.: institutional commitment, diversity at all levels, outreach and recruitment, support services for students, and an inclusive campus environment. While some of these principles can only be addressed at the institutional level, a department or college can adopt scaled versions of these principles and influence the policies at the institutional level. This paper discusses the journey of a school of engineering towards developing strategies for improving equity, inclusion, and diversity in the graduate programs in engineering. In the process, this group of researchers articulated some critical issues that prevent diverse and economically disadvantaged undergraduate students from seeking a graduate degree in engineering. The authors have identified the following major reasons hindering students from pursuing a graduate degree: lack of financial support and resources, fear of the unknown, imposter syndrome, and family pressure to start earning as soon as possible. Each of these areas requires a targeted approach to help diversify the graduate engineering programs. A GVSU team comprised of administrators and faculty members sought to build a comprehensive program that incorporates all of the aforementioned structures and others. This paper describes the development strategy of such a program that culminated with an NSF (National Science Foundation) award.more » « less
-
An enormous reserve of information about the subglacial bedrock, tectonic and topographic evolution of Marie Byrd Land (MBL) exists within glaciomarine sediments of the Amundsen Sea shelf, slope and deep sea, and MBL marine shelf. Investigators of the NSF ICI-Hot and NSF Linchpin projects partnered with Arizona Laserchron Center to provide course-based undergraduate research experiences (CUREs) for from groups who do not ordinarily find access points to Antarctic science. Our courses enlist BIPOC and gender-expansive undergraduates in studies of ice-rafted debris (IRD) and bedrock samples, in order to impart skills, train in the use of research instrumentation, help students to develop confidence in their scientific abilities, and collaboratively address WAIS research questions at an early academic stage. CUREs afford benefits to graduate researchers and postdoctoral scientists, also, who join in as instructional faculty: CUREs allow GRs and PDs to engage in teaching that closely ties to their active research, yet provides practical experience to strengthen the academic portfolio (Cascella & Jez, 2018). Team members also develop art-science initiatives that engage students and community members who may not ordinarily engage with science, forging connections that make science relatable. Re-casting science topics through art centers personal connections and humanizes science, to promote understanding that goes beyond the purely analytical. Academic research shows that diverse undergraduates gain markedly from the convergence of art and science, and from involvement in collaborative research conducted within a CURE cohort, rather than as an individualized experience (e.g. Shanahan et al. 2022). The CUREs are offered as regular courses for credit, making access equitable via course enrollment. The course designation carries a legitimacy that is sought by students who balance academics with part-time employment. Course information is disseminated via STEM Bridge programs and/or an academic advising hub that reaches students from groups that are insufficiently represented within STEM and cryosphere science. CURE investigation of Amundsen Sea and WAIS problems is worthy objective because: 1) A variety of sample preparation, geochemical methods, and scientific best-practices can be imparted, while educating students about Antarctica’s geological configuration and role in the Earth climate system. 2) Individual projects that are narrowly defined can readily scaffold into collaborative science at the time of data synthesis and interpretation. 3) There is a high likelihood of scientific discovery that contributes to grant objectives. 4) Enrolled students will experience ambiguity and instrumentation setbacks alongside their faculty and instructors, and will likely have an opportunity to withstand/overcome challenges in a manner that trains students in complex problem solving and imparts resilience (St John et al., 2019). Based on our experiences, we consider CUREs as a means to create more inclusive and equitable spaces for learning to do research, and a basis for a broadening future WAIS community. Our groups have yet to assess student learning gains and STEM entry in a robust way, but we can report that two presenters at WAIS 2022 came from our 2021 CURE, and four polar science graduate researchers gained experience via CURE teaching. Data obtained by CURE students is contributing to our NSF projects’ aims to obtain isotope, age, and petrogenetic criteria with bearing on the subglacial bedrock geology, tectonic and landscape evolution, and ice sheet history of MBL. Cited and recommended works: Cascella & Jez, 2018, doi: 10.1021/acs.jchemed.7b00705 Gentile et al., 2017, doi: 10.17226/24622 Shanahan et al. 2022, https://www.cur.org/assets/1/23/01-01_TOC_SPUR_Winter21.pdf Shortlidge & Brownell, 2016, doi: 10.1128/jmbe.v17i3.1103 St. John et al. 2019, EOS, doi: 10.1029/2019EO127285.more » « less
-
more » « less
Abstract Plants, and the biological systems around them, are key to the future health of the planet and its inhabitants. The Plant Science Decadal Vision 2020–2030 frames our ability to perform vital and far‐reaching research in plant systems sciences, essential to how we value participants and apply emerging technologies. We outline a comprehensive vision for addressing some of our most pressing global problems through discovery, practical applications, and education. The Decadal Vision was developed by the participants at the Plant Summit 2019, a community event organized by the Plant Science Research Network. The Decadal Vision describes a holistic vision for the next decade of plant science that blends recommendations for research, people, and technology. Going beyond discoveries and applications, we, the plant science community, must implement bold, innovative changes to research cultures and training paradigms in this era of automation, virtualization, and the looming shadow of climate change. Our vision and hopes for the next decade are encapsulated in the phrase reimagining the potential of plants for a healthy and sustainable future. The Decadal Vision recognizes the vital intersection of human and scientific elements and demands an integrated implementation of strategies for research (Goals 1–4), people (Goals 5 and 6), and technology (Goals 7 and 8). This report is intended to help inspire and guide the research community, scientific societies, federal funding agencies, private philanthropies, corporations, educators, entrepreneurs, and early career researchers over the next 10 years. The research encompass experimental and computational approaches to understanding and predicting ecosystem behavior; novel production systems for food, feed, and fiber with greater crop diversity, efficiency, productivity, and resilience that improve ecosystem health; approaches to realize the potential for advances in nutrition, discovery and engineering of plant‐based medicines, and green infrastructure. Launching the Transparent Plant will use experimental and computational approaches to break down the phytobiome into a parts store that supports tinkering and supports query, prediction, and rapid‐response problem solving. Equity, diversity, and inclusion are indispensable cornerstones of realizing our vision. We make recommendations around funding and systems that support customized professional development. Plant systems are frequently taken for granted therefore we make recommendations to improve plant awareness and community science programs to increase understanding of scientific research. We prioritize emerging technologies, focusing on non‐invasive imaging, sensors, and plug‐and‐play portable lab technologies, coupled with enabling computational advances. Plant systems science will benefit from data management and future advances in automation, machine learning, natural language processing, and artificial intelligence‐assisted data integration, pattern identification, and decision making. Implementation of this vision will transform plant systems science and ripple outwards through society and across the globe. Beyond deepening our biological understanding, we envision entirely new applications. We further anticipate a wave of diversification of plant systems practitioners while stimulating community engagement, underpinning increasing entrepreneurship. This surge of engagement and knowledge will help satisfy and stoke people's natural curiosity about the future, and their desire to prepare for it, as they seek fuller information about food, health, climate and ecological systems.
-
null (Ed.)In 2016, 10 universities launched a Networked Improvement Community (NIC) aimed at increasing the number of scholars from Alliances for Graduate Education and the Professoriate (AGEP) populations entering science, technology, engineering, and mathematics (STEM) faculty careers. NICs bring together stakeholders focused on a common goal to accelerate innovation through structured, ongoing intervention development, implementation, and refinement. We theorized a NIC organizational structure would aid understandings of a complex problem in different contexts and accelerate opportunities to develop and improve interventions to address the problem. A distinctive feature of this NIC is its diverse institutional composition of public and private, predominantly white institutions, a historically Black university, a Hispanic-serving institution, and land grant institutions located across eight states and Washington, DC, United States. NIC members hold different positions within their institutions and have access to varied levers of change. Among the many lessons learned through this community case study, analyzing and addressing failed strategies is as equally important to a healthy NIC as is sharing learning from successful interventions. We initially relied on pre-existing relationships and assumptions about how we would work together, rather than making explicit how the NIC would develop, establish norms, understand common processes, and manage changing relationships. We had varied understandings of the depth of campus differences, sometimes resulting in frustrations about the disparate progress on goals. NIC structures require significant engagement with the group, often more intensive than traditional multi-institution organizational structures. They require time to develop and ongoing maintenance in order to advance the work. We continue to reevaluate our model for leadership, climate, diversity, conflict resolution, engagement, decision-making, roles, and data, leading to increased investment in the success of all NIC institutions. Our NIC has evolved from the traditional NIC model to become the Center for the Integration of Research, Teaching and Learning (CIRTL) AGEP NIC model with five key characteristics: (1) A well-specified aim, (2) An understanding of systems, including a variety of contexts and different organizations, (3) A culture and practice of shared leadership and inclusivity, (4) The use of data reflecting different institutional contexts, and (5) The ability to accelerate infrastructure and interventions. We conclude with recommendations for those considering developing a NIC to promote diversity, equity, and inclusion efforts.more » « less
