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Mohr CIRTL Talk 11-03

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					Changing Graduate Education:
 Lessons from the UC-AGEP


              John Mohr

Chair, UC-AGEP Steering Committee
   Associate Dean, Graduate Division
   Associate Professor, Sociology
University of California, Santa Barbara
I. AGEP (Alliance for Graduate
   Education and the Professoriate)
• NSF Sponsored program
• Goal = “To increase the number of
 minority students pursuing advanced
 study, obtaining doctoral degrees, and
 entering the professoriate in STEM
 disciplines. Alliances participating in
 this program are expected to engage in
 comprehensive institutional cultural
 changes that will lead to sustained
 increases in the conferral of STEM
 doctoral degrees, significantly
 exceeding historic levels of
II. UC-AGEP
• 1999—3 Individual Awards $500,000 x 5
 years
 (Berkeley, Irvine, San Diego)
• 2000 — Expanded to include 6 other
 campuses $66,000 each (Davis, UCLA,
 Riverside, San Francisco, Santa Barbara,
 Santa Cruz)
• No “Lead” Campus
III. The “Alliance”
• A Natural Experiment (Different Programs,
  Goals, Structures)
• Uniquely Visible because of Steering
  Committee.
• Pre-existing infrastructure
• Share Best Practices, Discuss Dilemmas,
  Problem Solve, Reflect, Plan, Coordinate and
  Create
IV. Program Successes
(1) UC-Leads (San Francisco):
•   Undergraduate Research Experience
    Program
•   Enter as Sophomore
•   Stipend, research expenses, professional
    development, test prep, etc.
•   1st Summer Research on home campus
•   2d Summer Research on alternate UC
    campus
IV. Program Successes

(2) Diversity Officers (Berkeley):
•   High Level Staff
•   Located in Colleges (Report to Divisional
    Dean)
•   Work closely with faculty (admissions,
    grants, program implementation).
•   Work closely with Students
IV. Program Successes

(3) Graduate Retention Program (Irvine):
•   Pre-Enrollment Summer Program
•   Professional Development Activities
•   Cohort continues throughout graduate
    career
IV. Program Successes

(4) Pre-Application Conference (Berkeley):
•   UG Students Pre-identified and invited
    November conference
•   Meet with Faculty, attend classes
•   Conference Application = Grad Application
IV. Program Successes
(5) Summer Graduate Internship (Santa
   Barbara):
•   From Working with HBCUs
•   Summer visitation to promote UC campus as
    post-doc destination
•   Builds communities and connections
•   Two-way Programs, satisfying mutual
    interests
V. Virtues of Alliance
    Model
• Alliance = Alternative to “hiring” as mode of
  acquiring professional knowledge &
  expertise.
• Promotes Reflexivity (sharing and discussing)
• Promotes Creativity (common problem
  solving arena)
• Facilitates Economies of Scale
• Enables Synergistic Opportunities
VI. Lessons on
    Organizational Change
    from UC-AGEP


(1) Changes in Student Diversity require
  transformative (not incremental)
  changes. Quantitative and Qualitative
  Change.
(2) Organizations are extremely resistant
  to such changes. So, think big.
VI. Lessons on
    Organizational Change
    from UC-AGEP

(3) Changes in Organizational Structure
  are an especially effective mechanism
  for bringing about radical Organizational
  changes.
(4) Organizational Crises are an especially
  effective moment for bringing about
  radical Organizational changes.
VI. Lessons on
      Organizational Change
             UC-AGEP
      fromStaff and Senior Administration are
(5) Faculty,
  all necessary but not sufficient elements.
(6) Faculty are critical to graduate education.
  They are also natural born change agents.
  But they must be used sparingly and
  effectively.
(7) Staff are critical because the work is very
  labor intensive (but training & experience are
  critical).
(8) Senior Administrators can provide
  legitimacy, critical resources and faculty
  buy-in. They also can kill a good program
VI. Lessons on
    Organizational Change
    from UC-AGEP

(9) Data, data analysis and the effective
  dissemination of these analyses are the
  most effective means of persuasion in
  academic organizations.
(10) Don’t reinvent the wheel. Rely on
  existing professional knowledge bases
  whenever possible. (Hiring, Alliance,
  Professional community, etc.).
VI. Lessons on
    Organizational Change
    from UC-AGEP
(11) Research Driven Diversity
  Development (RD3) = means spend
  resources on infrastructure (not
  students).
(12) Inter-organizational partnerships are
  critical but they must be carefully
  constructed, one by one, on a basis of
  shared respect and mutual pursuit of
  common interests.

				
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