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Many of us are working to create a more inclusive and socially just culture within engineering education and engineering. Despite significant effort, marginalization and discrimination continue, buoyed by systems of oppression. How can we disrupt and dismantle oppressive systems in engineering education? In our work, we explore how power and privilege are enacted within leadership teams that aim to create revolutionary changes within engineering departments. Based on this work, we developed the POWER protocol (Privilege and Oppression: Working for Equitable Recourse), a workshop that guides engineering educators to identify and understand the intersectional nature of power and privilege before planning strategies to disrupt, disarm, and dismantle it. In this paper, we present a design case to show how this workshop has evolved. We provide the POWER protocol in the appendix so that others can adapt this workshop for their own contexts. In the interactive session at CoNECD, we will take attendees through part of the POWER protocol (we will scope the workshop to fit in the time allotted; the full workshop is 1.5 hours) to examine how power, privilege, and intersectionality can help attendees frame their experiences and begin to understand how their everyday experiences may be influenced by systemic oppression. To guide this process, we orient around the question: How can we become aware of power and privilege on collaborative academic teams in order to better affect social change and improve interdisciplinary and cross-identity/boundary interactions, communication, and inclusivity? We hope that through interactive sessions such as this that we can all become more persistent and sophisticated in our efforts to dismantle some of these forms of power and privilege within the university, especially those aspects that continue to oppress and oftentimes push marginalized people and perspectives out of academia. Our interactive approach will position attendees to bring this protocol back to their institutions and adapt it to their own contexts. In the tradition of the design case such as those published by the International Journal of Designs for Learning, we detail how our contexts and the literature informed the iterative development of the POWER protocol in this paper. We provide a vivid account of the POWER protocol and a facilitation guide that others can use and adapt in their own contexts. Using a narrative format, we share a forthright account of our development process. Design cases are valuable in highlighting distinctive aspects of how a design came to be; by sharing our design decisions along with the design, others may gain insight into both what has made our design successful, and where it may be brittle when used in new contexts. Finally, we describe how we will engage attendees in the CoNECD session. 

While changing engineering departments to become more inclusive and equitable is a common goal, research repeatedly confirms that such change is rare. Notably, change efforts commonly fail in higher education institutions (Kezar 2011), and this failure is typically attributed to faculty resistance, ineffective leadership, competing values, and conservative traditions (Klempin and Karp 2018). Recent nationwide National Science Foundation-funded efforts to revolutionize engineering departments provide insight into the salience of power dynamics as drivers of or barriers to equitable, lasting change. We interviewed members of these change teams to understand the challenges they encountered and how they navigated these. Using an intersectionality framework (Collins & Bilge, 2016) we explored four lenses on power relations: (1) from a structural lens, we see that policies may affect individuals differently based on their social and role identities; (2) from a cultural lens, ideas and culture organize power, often blinding those with privilege from noticing bias; (3) from a disciplinary lens, people train and coerce each other to behave in certain ways and to sustain norms; and (4) from an interpersonal lens, we see that an individual’s social (e.g., gender, ethnicity) and role (career, position, voluntary memberships) identities can shape how they experience bias. Using these lenses, we characterized ways members positioned themselves in relation to change efforts and the degree to which they held substantive power or were endangered through their participation. In many cases, disciplinary norms revealed clashes between the original structures and cultures, and the sought-after changed structures, cultures, and disciplinary practices. For some, such clashes revealed a veneer of change progress; for others, clashes served as inflection points. We share strategies for deliberately engaging power relations in change projects. 

We (the facilitators) work as social scientists and engineering education researchers from different universities on the NSF-supported program, Revolutionizing Engineering Departments (RED) ( https://www.nsf.gov/pubs/2017/nsf17501/nsf17501.htm ). We began to notice how power and privilege were enacted on our teams, which consisted of diverse team members (e.g., diverse in disciplinary affiliation, role in the university, gender, race, LGBTQIA+ status). This motivated a research project and workshops/special sessions such as the one proposed here, where we explore how power and privilege are enacted within interdisciplinary teams so that we can begin to dismantle systemic oppressions within academia [1] , [2] . The POWER special session (Privilege and Oppression: Working for Equitable Recourse) was developed to guide engineering educators to identify and understand the intersectional nature of power and privilege before planning strategies to disrupt, disarm, and dismantle it.