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Leaders, policymakers, and researchers have called attention to the need to improve critical aspects of physics programs, from teaching and pedagogy to making physics more diverse and equitable. As such programmatic changes are challenging and require a second-order change to be effective, many physics faculty responsible for carrying them out are not equipped with the necessary experience and support to do so. This can result in a significant waste of resources and time. Moreover, while there is a robust body of literature in higher education focusing on institutional and cultural change, there is a limited understanding of the baseline of the culture of physics programs (where physics programs are starting from), a critical aspect that shapes the change effort. Dr. David Craig and Dr. Joel Corbo with the support of the American Physical Society and the American Association of Physics Teachers developed the Departmental Action Leadership Institutes (DALIs) to meet the needs of the physics community by supporting physics faculty to effectively design and implement departmental change focusing on areas needing improvement. In this research project, we developed case studies of five DALI-active physics programs from two DALI cohorts. We use a cultural dynamics lens to document facets of the dominant culture around how physics faculty approach and pursue change work. We see evidence of DALI participants’ growing awareness of taken-for-granted assumptions about educational change processes and assessment practices within their departmental cultures and coming to recognize and value alternative ways of collaborating and enacting change in their local contexts. We found that physics faculty typically approach change work in a rushed and way ignoring the use of formal evidence. In particular, we found that any data collection efforts are the primary responsibility of a single person, rarely becoming the focus of joint attention. Whenever data did receive joint attention, it was approached in a cursory way without meaningfully informing collective change efforts. This study lays the foundation to explore critical aspects of the dominant physics culture that may constrain enacting particular forms of programmatic change. In future work, we document the cultural shifts made by these DALI-active departments around change work. 

Students as Partners (SaP) is a pedagogical approach that considers students co-creators of an educational environment along with faculty, rather than passive participants. While an increasing body of literature evidences a multitude of positive outcomes from the SaP approach, there remains limited research on the challenges that arise in such collaborations. Quan et al. (2021) outlined such challenges in a paper showing that different members of a Departmental Action Team (DAT), in which students, staff, and faculty collaborate on a change effort, had different perspectives of their partnership. In this work, we confirm and expand upon those findings in a case study of another DAT. Our case study DAT comes from the first cohort of the Departmental Action Leadership Institute (DALI), a workshop series that supports faculty members in physics departments facing major challenges or opportunities. We find that all points of disconnect from Quan et al. are present in our case study. Additionally, we identify three specific areas of differing perspectives between faculty and students: motivation, commitment duration, and information transparency. We present evidence of these tensions with interviews from faculty, student, and alumni DAT members. Finally, we discuss how these tensions may be navigated by faculty seeking to partner with students in departmental change work. 

The Communities of Transformation (CoT) framework is a variation on Communities of Practice that models groups aimed at changing existing institutional practices by challenging underlying value systems. The CoT framework has the potential to provide insight into STEM initiatives designed to promote institutional change. We share results from applying this framework to the Effective Practices for Physics Programs' (EP3) Departmental Action Leadership Institute (DALI). DALI supports cohorts of physics faculty (change leaders) in leading change efforts in their departments. Change leaders apprentice into effective change strategies though sustained programming while enacting these strategies within their own Departmental Action Team (DAT). Through analysis of interviews with change leaders, we identify ways in which DALI aligns with, and departs from, the CoT framework. We present the results of this initial study to showcase which aspects of STEM change initiatives can be highlighted, and what may not be captured, by a CoT lens. 

This work presents a case study of a team of students and faculty working to increase the diversity of their department through cultural change. We focus on the perspective of the two faculty change leaders organizing this team, who received training and continued support by Departmental Action Leadership Institutes (DALIs). DALIs are workshops led by the Effective Practices for Physics Programs (EP3) team that prepare faculty members to lead change efforts in their local departments by forming teams based on the Departmental Action Team (DAT) model. Concurrent to change leaders' participation in DALI, the DAT pursues a change effort to address internal issues relating to undergraduate education. In this work, we look at how one DAT approaches the practice of "Students as Partners'' (SaP), a pedagogical practice that re-positions the relationship between educators and students in the endeavor of learning. While most efforts of SaP illustrated in the literature center curriculum, assessment, teaching, and research as areas of collaboration, this particular DAT used SaP in their efforts to increase the enrollment and retention of underrepresented students in their department. Through a series of interviews with change leaders and observations of DAT meetings, we document the pre-existing and emerging departmental cultures of partnering with students Additionally, we describe the culture of SaP on the DAT that appears to be operating as the transition between these pre-existing and emerging cultures . Finally, we discuss the elements present that enabled a potentially productive attempt at cultural change through SaP. 

Cultural change that requires revision of taken-for-granted assumptions is necessitated to enact programmatic changes. However, such cultural change processes are challenging and time-consuming and therefore require continued support and resources. Data sensemaking is one important aspect of culture that local stakeholders often overlook. In this project, we study the change process enacted by local Departmental Action Teams (DATs) resulting from physics faculty members' participation in the Departmental Leadership Action Institutes (DALIs). This study followed two faculty change leaders from one physics program in their journey in DALI and their DAT over a year. This paper discusses preliminary interview results that help us understand how the DAT's microculture is situated within the dominant departmental culture, focused on the facet of data use. For example, we found that past data collection efforts were a primary responsibility of a single person and rarely became the focus of joint attention. Within the DAT, in contrast, a broad set of stakeholders engaged in joint data collection and sensemaking that informed decision making and led to revising initial assumptions about what programmatic changes might be needed in order to reach their goal. 

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.