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.

The Great Resistance: A Discussion Series about Higher Education’s Resistance to Change
Christine Broussard University of La Verne Elizabeth Ambos Consultant Melissa Haswell Delta College Stephanie Salomone Portland University Sharon Homer-Drummond, PhD Tri-County Technical College Christine Broussard, University of La Verne, Elizabeth L. Ambos, Ambos Consulting,Melissa Haswell, Delta College, BioQUEST, Stephanie Salomone, University of Portland, Sharon M. Homer-Drummond,ICF, NSF TIP SEATS
If 2023 was the yearthe Aligning Incentives with Systemic Change working group of ASCN engaged in a series of discussions about resilience, 2024 focused on another important "r" word – resistance – particularly as it pertains to higher education change processes. Using Brian Rosenberg's recent publication, Whatever It is, I'm Against It (Rosenberg, 2023) as a catalyst for engagement, spring 2024 saw discussion of chapters on the barriers to higher education changes; incentives that can drive or stop change; and potential pathways for change, even in very challenging times. In the fall of 2024, we offered a webinar on one such pathway to change, the Council on Undergraduate Research's NSF-funded Transformations project.

Learning from Change Leaders: Reflections from the 2023 Transforming Institutions Conference
Casey Wright, Western Michigan University; Madhura Kulkarni, Northern Kentucky University
The Change Leaders working group led a workshop and hosted a breakfast conversation to bring together emergent and established change leaders at the 2023 Transforming Institutions Conference in Minneapolis, June 12-13, 2023. At the workshop, we met change leaders who are hard at work on their campuses in roles as faculty members, post-docs, educational technology staff, center for teaching and learning staff, STEM center staff, and university administrators.

Departmental Change: Engaging in a Change 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. In previous posts, we described the principles that underlie the DAT Project and the initial stages of DAT formation. In this post, we'll share some of what DATs and facilitators do as they engage in a change initiative together. If you are interested in learning more, we are leading a free interactive webinar (Tuesday, March 30, 12-1:30pm EST) about facilitating change using the DAT model. Register for the webinar.

Announcing the Curated Teaching Evaluation Change Initiative Repository
Casey Wright, Western Michigan University; Carlos Goller, North Carolina State University; Sharon Homer-Drummond, PhD, Tri-County Technical College; Stephanie Salomone, Portland University; Christine Broussard, University of La Verne
The Aligning Faculty Incentives with Systemic Change Working Group is excited to report we have curated a repository of teaching evaluation change initiatives to support national efforts at the systemic change of faculty teaching evaluation. Teaching evaluation is an area of critical focus for systemic change efforts to align undergraduate students' experience in STEM courses with best practices for inclusive learning (NASEM, 2020; Boyer 2030 Commission, 2023). Since the academy is deeply resistant to change (Wise et al., 2022), it is critical to share innovations that have successfully impacted teaching evaluation with the systemic change community (e.g., Simonson et al., 2023). We have created the Curated Teaching Evaluation Initiative Repository to meet this need. For the repository, we define an initiative as a concerted program or set of related efforts that have been undertaken to change the policies, processes, or practices around teaching evaluation. These initiatives are not limited to resources for individual faculty to change their teaching practices but instead describe efforts that have been successful in creating systemic change.

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.

What we wish we would have known about theories of change and change theory at the beginning
Laura Muller, The Jackson Laboratory; Melissa Eblen-Zayas, Carleton College
Six years ago when we first met, we were two individuals who identified a common challenge on our campuses – namely supporting students who arrived with varying comfort and experience using quantitative (Q) skills in STEM and social science contexts. Talking with others, we were eager to think about how we might collaborate to do better for our students. We wanted to make a change, but change theories or theories of change? We didn't know what those were! As we have learned about change strategies and change theory over the last six years, we've repeatedly come across ideas that make us think, "Wow, we wish we would have known this when we started this project!" This post is an effort to share some of what we've learned with other practitioners who might be trying to change things on their own campuses.

A Framework for Assessing Teaching Effectiveness (FATE)
Shawn Simonson, Boise State University
In higher education, teaching evaluation is often inadequate and inaccurate, neither improving teaching directly nor incentivizing teaching improvement. Complicating this is that effective teaching is difficult to assess and one or two subjective measures do not accurately consider all aspects of teaching and are often nebulous without established standards. COVID-19 may actually have helped by drawing more attention to this and reducing resistance to change as people became uncomfortable with student course evaluations not telling the complete teaching story that faculty and departments want told.

Using project principles to anchor changing departments
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. Project team members use the DAT Project's six Core Principles to guide their decision-making around change efforts. In this post we share why a principles-based approach supports successful change. This post is a great introduction for our free upcoming webinar on Tuesday, March 30, 2021 about facilitating change using the DAT model. Register for the webinar here

The Great Resilience: Notes on a Discussion Series to Cultivate Resilience for STEM
Holly Kelchner, Carleton College; Christine Broussard, University of La Verne
Higher education was hit hard by the COVID-19 pandemic, and as a result, many faculty, administrators, and staff quit their jobs. This Great Resignation produced upheaval at many institutions across the nation. Looking for a space to find hope and a positive outlook in the midst of instability, the Aligning Incentives with Systemic Change working group engaged in a series of discussions about resilience. During spring 2023, we looked for ways to cultivate personal and organizational stability in the face of the Great Resignation and its impacts on higher education.