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Research On University Faculty Member's Reasoning About How Departments Change, Gina M. Quan, Joel Corbo, Courtney Ngai, Daniel L. Reinholz, Mary E. Pilgrim
Research On University Faculty Member's Reasoning About How Departments Change, Gina M. Quan, Joel Corbo, Courtney Ngai, Daniel L. Reinholz, Mary E. Pilgrim
Gina Quan
Research on institutional change says that effective change agents are able to flexibly reason with multiple models for change, depending on their local context and their goals. However, little is known about what it looks like for individuals to draw on and reason with different change models in-the-moment. Within interviews, we invited STEM faculty to discuss specific changes in their department and the process of change in general. This work is part of an ongoing study to understand how to support departmental change through Departmental Action Teams (DATs). Our preliminary analyses suggest that faculty's ideas about change are highly varied and …
Externalizing The Core Principles Of The Departmental Action Team (Dat) Model, Joel Corbo, Gina M. Quan, Karen Falkenberg, Christopher Geanious, Courtney Ngai, Mary E. Pilgrim, Daniel L. Reinholz, Sarah Wise
Externalizing The Core Principles Of The Departmental Action Team (Dat) Model, Joel Corbo, Gina M. Quan, Karen Falkenberg, Christopher Geanious, Courtney Ngai, Mary E. Pilgrim, Daniel L. Reinholz, Sarah Wise
Gina Quan
Departmental Action Teams (DATs) are departmentally-based working groups of faculty, students, and staff
aimed at achieving sustained departmental change related to undergraduate education. DATs have been conceptualized and are facilitated by members of our project team based on a set of Core Principles. These principles serve both as guides in the design of DATs and targets for the kinds of culture we aspire to create through our facilitation. In this paper, we describe our Core Principles, including theoretical underpinnings and a brief implementation example for each. We argue that articulating principles is a critical component of externalizing a
complex change …