Valerie Gray Hardcastle, Stacie Furst-Holloway, Rachel Kallen and Farrah Jacquez
A lot is known about systemic barriers to broadening participation (BP) in STEM. Empirical research has demonstrated the existence and impact of implicit bias, stereotype threat…
Abstract
Purpose
A lot is known about systemic barriers to broadening participation (BP) in STEM. Empirical research has demonstrated the existence and impact of implicit bias, stereotype threat, and micro-aggressions on a sense of belonging, organizational productivity and leadership opportunities. We also know that achieving greater participation of women and faculty of color in the STEM disciplines is complicated and depends on altering complex and multi-layered interactions between activities and actors. Further, because researcher and institutional goals vary as a function of target population and context, generalizable models can struggle in the face of larger BP efforts. Through the authors experience as an NSF ADVANCE-IT awardee, the authors believe that a dynamic, multi-scaled and organizational level approach is required to reflect the reciprocal dialogue among research questions, best practices, tailored applications and quantifiable goals. The authors describe several examples of research, programming activities and program evaluation that illustrate this approach. In particular, the authors describe both the programming successes and challenges, with the aim of helping others to avoid common mistakes by articulating very broad and, the authors’ hope, generalizable “lessons learned.” The paper aims to discuss these issues.
Design/methodology/approach
To better understand the barriers for women in STEM, the authors utilized an iterative methodology. Specifically, the authors conducted a social network analysis, an exit survey of departed faculty, longitudinal analysis of career trajectories and research productivity, and a survey on the interaction between values and climate.
Findings
The analyses suggest three strategies better retain women in STEM: improve women’s professional networks; re-aling policy documents and departmental practices to better reflect faculty values; and improve departmental climate.
Practical implications
The pay-off for using this more complex research approach to triangulate onto specific challenges is that the interventions are more likely to be successful, with a longer-lasting impact.
Originality/value
With continuous institutional research, metric refinement, and program evaluation the authors are better able to develop targeted programming, policy reform, and changes in institutional practice. The interventions should result in permanent institutional and systemic change by integrating multi-method qualitative and quantitative research into BP practices, which the authors couple with longitudinal analysis that can quantify success of the authors’ efforts.
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Valerie Gray Hardcastle, Stacie Furst-Holloway, Rachel Kallen and Farrah Jacquez
Despite significant investments in efforts to broaden participation, the number of women in science, technology, engineering, and mathematics (STEM) fields who leave the academy…
Abstract
Despite significant investments in efforts to broaden participation, the number of women in science, technology, engineering, and mathematics (STEM) fields who leave the academy is disheartening. Some reports suggest half of women STEM faculty will leave tenure track positions within 10 years after hire (Kaminski & Geisler, 2012). For women of color, the data are equally bleak (Ginther & Kahn, 2012) and affirm the need for continuously evolving practices and policies to retain underrepresented faculty in STEM and ensure career satisfaction and success. Unfortunately, current programs for career development and mentoring largely promote rigid conformity to traditional performance expectations, which enable the persistence of narrow departmental norms regarding markers of success. By drawing on person–environment (PE) fit theory, and combining data from our own institution with evidence-based practices from others, the authors have created a faculty development program designed to upend this practice. The objective of this program is to help faculty advance their careers in the academy while staying true to what they value, while simultaneously helping departments reflect on how they can create more inclusive and supportive environments for all faculty. The authors describe the program in detail and provide initial assessments of impact on faculty participants as well as departmental and institutional practice.
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Patrick Blessinger, Jaimie Hoffman and Mandla Makhanya
The chapters in this book focus on how higher education can cultivate and promote a more inclusive and equitable environment in higher education, especially with regard to gender…
Abstract
The chapters in this book focus on how higher education can cultivate and promote a more inclusive and equitable environment in higher education, especially with regard to gender diversity as well as those non-conforming, non-heteronormative groups. The chapters in this volume cover the broad picture/context of diversity in various countries as well as a specific focus on gender. The chapters discuss the factors relating to inclusion and equity, what is driving campuses to be more inclusive, and practical steps and case studies that higher education institutions can implement to create more inclusive and equitable learning environments. Finally, this volume discusses the need for inclusive leadership which involves building institutional capacity for inclusion and creating the right conditions under which inclusion and equity can grow and thrive and crafting policies and practices whose end result is to create a culture of inclusion.