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.

The Great Resilience: Notes on a Discussion Series to Cultivate Resilience for STEM
Holly Kelchner, Carleton College
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.

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.

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.

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.

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.

What does systemic change mean to you?
Mark Connolly University of Wisconsin-Madison Mark Connolly
One of ASCN's working groups is focused on theories of change. Its role in the project is to help people engaged in change efforts understand theories and models that could profitably inform systemic change work. At this stage in our working group's development, co-leader Susan Shadle and I are trying to help our 15 members not only get acquainted with each other but also with each other's ideas about systemic change. In November, we asked the group members to answer in 1 or 2 pages this question: What does systemic change mean to you? Below is my response to that question. It is the first of several responses from members of our working group that will be posted on the ASCN blog.

How do we recruit, support, and retain diverse faculty? Reflections from our discussion series
Patricia Marsteller, Emory University
Equity, inclusion, diversity, and justice are foundational in effective higher education settings, including STEM disciplines. Our ASCN working group brings together communities whose work focuses on justice, equity, inclusion, and diversity (JEDI) in higher education. In spring 2021, we focused on a series of informal conversations centered on recruiting diverse faculty. In the series we discussed: Why recruiting diverse faculty is important. Promising practices for department leaders, such as creating detailed and inclusive recruitment plans, utilizing cluster hires, broadening searches, using faculty search advocates, and providing JEDI education for faculty and for search committees. Working with other institutional actors (e.g., data analysts, deans) for institutional and departmental reflections, hiring plans, and data needs.

How an external evaluator helps clients develop theories of change
Kate White Temple University Stephanie Chasteen University of Colorado at Boulder Kate White (Western Michigan University), ASCN Research Director Stephanie Chasteen (University of Colorado at Boulder), Co-Leader of ASCN Change Leaders Working Group
Stephanie Chasteen, ASCN member and co-leader of the Change Leaders Working Group, was recently featured in two blog posts on the blog of the American Evaluation Association, AEA365 . In these posts she shared how she helps clients develop Theories of Change as an external evaluator for NSF-funded projects aiming to improve STEM education at the university level.

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.