Start somewhere: Resources on equity and inclusion for STEM and higher education
Kate White Temple University Naneh Apkarian Arizona State University at the Tempe Campus Kate White (Western Michigan University), ASCN Research Director Naneh Apkarian (Western Michigan University)
These recent articles and resources are meant to serve as a starting point for learning about equity, inclusion, diversity, and justice - with a particular focus on addressing systemic anti-Black racism - within STEM and higher education. This list of resources is long, but not by any means exhaustive. As change agents and scholars, we know that effecting change requires informed action. We hope you will use these and other resources to develop concrete and informed action plans. Please use the comments to share additional resources and concrete actions being taken by you and your institution. We also invite you to join the conversation in our Equity and Inclusion Working Group. If you would like to join, please fill out the form to Join the Network and indicate that you would like to join Working Group 5 (Equity & Inclusion). On Wednesday, June 10, we join the movement to #ShutdownSTEM .

Creating new knowledge about change by combining research-based knowledge with the wisdom of practice
Kadian Callahan, Kennesaw State University; Charles Henderson, Western Michigan University
One of the core ideas behind the formation of the Accelerating Systemic Change Network (ASCN) is to create and amplify knowledge by fostering interactions between two basic types of people who are working to improve postsecondary education: change researchers and change agents. While there is some overlap in these groups, they mostly operate independently. And, more importantly, each has access to different ideas and types of knowledge. Through knowledge creation and amplification, ASCN builds capacity within and across these two groups to more successfully enact change in undergraduate STEM education. Specifically, ASCN uses the model of a "Knowledge Creating Company." This way to think about business organizations was first published by Nonaka and Takeuchi (1995) who credited it for the success of Japanese companies in the 1980s and 1990s. It has since become highly influential in focusing businesses worldwide on the importance of knowledge and knowledge creation. In contrast to the Western approach to knowledge management, which views knowledge as explicit, Japanese companies place significant value on tacit knowledge.

Communicating and Collaborating Across Disciplines
Judith Ramaley, Portland State University; Judith Ramaley
Those of us who are working on ways to attract students to the study of STEM fields must design a curriculum that prepares our students to understand and manage complex problems where scientific knowledge interacts with other ways of looking at the world. This means finding ways to work across disciplinary boundaries so that these problems can be studied in their broader social, political and environmental context. Boyd (2016, p. B4) argues that "if we really want to matter, we need to think critically about the questions we ask---and the questions we don't ask---and what influences that distinction." The questions we ask have powerful effects on how we design the curriculum, what we expect of ourselves and our students and how we work together with colleagues in our own department as well as other fields to prepare our graduates to live and work in a changing and uncertain world.

Departmental Change: Sustaining Impacts
Joel Corbo, University of Colorado Boulder; Courtney Ngai, Colorado State University; Gina Quan, San José State University; Sarah Wise, University of Colorado Boulder
The Departmental Action Team (DAT) Project supports departments as they make changes to their undergraduate programs. In previous posts, we described the principles that underlie the DAT Project, the initial stages of DAT formation, and how DATs accomplish change initiatives with the support of facilitators. In about 70% of cases, departments that host DATs continue to catalyze change after external DAT facilitation ends, and sometimes even after the DAT itself ends. In this final post, we explore several ways DATs catalyze sustained impacts.

Departmental Change: Starting an Initiative
Joel Corbo, University of Colorado Boulder; Courtney Ngai, Colorado State University; Gina Quan, San José State University; Sarah Wise, University of Colorado Boulder
The Departmental Action Team (DAT) Project supports departments as they make changes to their undergraduate programs through implementing DATs. This blog post is the second part of a four-part series on DATs, and describes the groundwork laid before a DAT officially forms in a department. Our first blog post describes our use of project principles. If you are interested in learning more, we are leading a free webinar (Tuesday, March 30, 12pm EST) about facilitating change using the DAT model. Register for the webinar.

Developing the capacity of faculty to become institutional agents for Latinos in STEM
Developing the capacity of faculty to become institutional agents for Latinos in STEM Bensimon and Dowd. A report aimed at increasing STEM degree attainment for Latinos, through supporting faculty to act as ...

CUREnet
CUREnet CUREnet is a network of people and programs that are creating course-based undergraduate research experiences (CUREs) in biology as a means of helping students understand core concepts in biology, develop ...

National Dialogue Continues
Christine Broussard, University of La Verne
Our nation has a need for college-educated members of society with diverse backgrounds and perspectives to successfully address the big challenges of our time: social justice, public health, and economic security. How can we guarantee that the college education students receive is inclusive and effective? For many years institutions have used student ratings from end of course surveys to evaluate educational effectiveness and to make retention and promotion decisions regarding faculty. But this approach has done little to encourage the adoption and use of evidence-based teaching practices that improve student performance and retention, particularly for PEERs (persons excluded based on ethnicity or race). In fact, given the inherent biases of those surveyed and the discomfort experienced by learners in challenging learning scenarios and effective pedagogies, the opposite may occur. Faculty are rewarded for 'likes' instead of for fostering concrete learning, for making students comfortable instead of challenging their intellectual comfort zones in appropriate ways, and get limited feedback, if any, on how equitable and inclusive their classroom environments are. A shift toward meaningful evaluation of inclusive and effective teaching requires systemic change at the institutional level. It is not enough to redesign student surveys to extract feedback on professional aspects of teaching (though that's a good starting point), we must also integrate thoughtful and informed peer evaluation, and provide infrastructure for professional development and self-reflection.

Evaluating New Approaches to Teaching and Learning in Undergraduate STEM Education
Kadian Callahan, Kennesaw State University
Over the last several years, there has been a push to rethink teaching and learning in undergraduate Science, Technology, Engineering, and Mathematics (STEM) education. Two meta-analyses of studies on undergraduate STEM education revealed that traditional, teacher-centered approaches are not as effective as active learning approaches for fostering success in STEM for students broadly, and especially for traditionally underserved groups of students (Freeman et al., 2014; Theobald et al., 2020).  Thus, there are ongoing efforts to shift toward using active learning and inclusive practices to ensure that all students are welcome and supported in STEM courses and programs.   As we continue to work to enhance our instructional practices to meet the changing dynamics of STEM teaching and learning, we must also reconsider how we evaluate teaching excellence.  Specifically, how do we ensure that the work that faculty do to actively engage students in learning and to create inclusive learning environments is captured in evaluations of teaching? 

Instructional Change Teams: An Exploratory Model
Amreen Thompson, Texas State University-San Marcos
Over the past several years, our research team has been investigating factors that influence how instructional change teams collaborate to improve undergraduate STEM instruction. Our research revolves around a model we have developed to examine and interpret the effectiveness of instructional change teams in higher education. We define an instructional change team as a group of three or more instructors or other stakeholders who come together regularly to work on course design or redesign. This post will discuss the development and current state of our instructional change teams model.