The Emotional Rescue of Engineering Education
Dave Goldberg
Big Beacon [email protected]
© David E. Goldberg 2014
© David E. Goldberg 2011
Stories
© David E. Goldberg 2011
Surprising journey
Genetic algorithms
© David E. Goldberg 2011
Anything But Engineers
Culture sculp+ng
www.bigbeacon.org
© David E. Goldberg 2011
Reflection
© David E. Goldberg 2011
Prompt: Engineering education today is not…
© David E. Goldberg 2011
Debrief
© David E. Goldberg 2011
Would like to suggest three things:
© David E. Goldberg 2011
1. We are reforming the wrong stu!.
© David E. Goldberg 2011
2. Using assumptions appropriate for bygone times,
© David E. Goldberg 2011
3. Using change methods too weak to succeed.
© David E. Goldberg 2011
1. We are reforming the wrong stu!, 2. Using assumptions appropriate for bygone times, 3. Using change methods too weak to succeed.
© David E. Goldberg 2011
© David E. Goldberg 2011
Assumption: Need to be more rational & quantitative for education reform to succeed.
© David E. Goldberg 2011
Subtext: Pedagogical & educational e!orts need to compete with research for time, funding, and prestige.
© David E. Goldberg 2011
What’s the right stu!?
© David E. Goldberg 2011
Story: The Power of Initiative
© David E. Goldberg 2011
Illinois Foundry for Innovation in Engineering Education www.ifoundry.illinois.edu
© David E. Goldberg 2011
© David E. Goldberg 2011
Franklin W. Olin College of Engineering
© David E. Goldberg 2011
The “Olin E!ect”
iLaunch
iCheckpoint iExpo
iCommunity
ENG100++ Missing Basics
ENG100++ 2 Hands-‐on Projects
Illinois Engineering Freshman Experience
(iEFX)
© David E. Goldberg 2011
1-hour course + zero-credit iCommunity
© David E. Goldberg 2011
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Great launch then…
© David E. Goldberg 2011
bumps, confusion & complaining
© David E. Goldberg 2011
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“Weren’t sure you were serious about us doing what we wanted to do, but then realized you were, and it was very cool.”
© David E. Goldberg 2011
Then, students started to take initiative without permission.
© David E. Goldberg 2011
“Sure I made the right career choice.”
© David E. Goldberg 2011
“Making me more confident in my decision to be an engineer.”
© David E. Goldberg 2011
“I’m definitely more entrepreneurial.”
© David E. Goldberg 2011
“Just an overall all-rounded engineer, not just a technician. A human, not just a problem solver.”
© David E. Goldberg 2011
The Olin e!ect at Illinois!
© David E. Goldberg 2011
But how?
© David E. Goldberg 2011
How did such a small e!ort have such a big e!ect on initiative?
© David E. Goldberg 2011
Story: Aching to Lead in Singapore
© David E. Goldberg 2011
Singaporean Students Don’t Do X
© David E. Goldberg 2011
© David E. Goldberg 2011
© David E. Goldberg 2011
How do you learn the courage to be present as a leader?
© David E. Goldberg 2011
How do we learn courage?
© David E. Goldberg 2011
1. We are reforming the wrong stu!, 2. Using assumptions appropriate for bygone times, 3. Using change methods too weak to succeed.
© David E. Goldberg 2011
Story: Universities date back to 11th century.
© David E. Goldberg 2011
Founded1088
© David E. Goldberg 2011
9-10 century consensus
© David E. Goldberg 2011
University as an assembly of experts
© David E. Goldberg 2011
Expertise is being challenged in 2 ways
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Challenge #1: EdTech
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MOOCs
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Massive open online courses
© David E. Goldberg 2011
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Challenge #2: KidEnterprise
© David E. Goldberg 2011
Story: Are universities necessary for research?
© David E. Goldberg 2011
© David E. Goldberg 2011
Friday, 30 January 2013
© David E. Goldberg 2011
Post WW2 professor was
© David E. Goldberg and Mark Somerville 2013 Please do not reproduce or distribute without permission.
© David E. Goldberg 2011
From @jackandraka!@deg511 Working on changing education, too! !<link> !
© David E. Goldberg 2011
© David E. Goldberg 2011
hRp://kalatas.com.au/wp-‐content/uploads/2013/03/Screen-‐Shot-‐2013-‐03-‐02-‐at-‐12.22.39-‐AM-‐275x300.png
Pancreatic cancer
© David E. Goldberg 2011
Mid 20th Century
© David E. Goldberg 2011
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168 times faster 26,000 times less expensive,
400 times more sensitive, 5 minutes to run
© David E. Goldberg 2011
© David E. Goldberg 2011
What did he need from the professor?
© David E. Goldberg 2011
Lab space
© David E. Goldberg 2011
Any 14-year old with laptop an read papers experts read. Can get
funding experts get. Can hire help from
guru.com.
© David E. Goldberg 2011
Jack is not alone.
© David E. Goldberg 2011
Returns to research expertise are diminishing.
© David E. Goldberg 2011
The current revolution isn’t about teaching.
© David E. Goldberg 2011
Idea of university is being challenged.
© David E. Goldberg 2011
What is an expert?
© David E. Goldberg 2011
“I know.”
© David E. Goldberg 2011
What is a university?
© David E. Goldberg 2011
“I know.” “No, I know.”
“No, I know.”
“No, I know.”
“No, I know.”
”No, I know.” “No, I know.”
“No, I know.” “No, I know.” “No, I know.”
“No, I know.”
© David E. Goldberg 2011
How do we balance the portfolio?
© David E. Goldberg 2011
“I know”
????
© David E. Goldberg 2011
What is the opposite of expertise?
© David E. Goldberg 2011
Story: A di"culty of “knowing.”
© David E. Goldberg 2011
Rewind to September 2010
© David E. Goldberg 2011
Georgetown University Leadership Coaching Certificate Program
© David E. Goldberg 2011
© David E. Goldberg 2011
Stuck
© David E. Goldberg 2011
Love
© David E. Goldberg 2011
Breakthrough
© David E. Goldberg 2011
Learned how hard it is to really trust another person.
© David E. Goldberg 2011
How do you learn the courage to be present as a leader?
© David E. Goldberg 2011
You learn courage from those who 1. Have courage to check their egos, 2. Trust you before you trust yourself, 3. Are open to your exploration & learning.
© David E. Goldberg 2011
Unleashing reaction
© David E. Goldberg 2011
Unleashing = Trust + Courage + Initiative -> Learning to learn
© David E. Goldberg 2011
Hard lessons for an
engineer & professor.
© David E. Goldberg 2011
All key change variables of
transformation are emotional.
© David E. Goldberg 2011
© David E. Goldberg 2011
© David E. Goldberg 2011
“I know”
“I trust”
© David E. Goldberg 2011
Unleash
© David E. Goldberg 2011
© David E. Goldberg 2011
“We control”
© David E. Goldberg 2011
“We trust” “We trust.”
“We trust”
“We trust.”
“We trust.”
“We trust.” “We trust.”
“We trust.” “We trust.” “We Trust.”
“We trust.”
© David E. Goldberg 2011
1. We are reforming the wrong stu!, 2. Using assumptions appropriate for bygone times, 3. Using change methods too weak to succeed.
© David E. Goldberg 2011
At level of individuals, variables are emotional.
© David E. Goldberg 2011
At systems/organization level variables are cultural.
© David E. Goldberg 2011
Need to move from fear & control to love & trust.
© David E. Goldberg 2011
Trying to use existing bureaucracies to reform themselves.
© David E. Goldberg 2011
It hasn’t worked.
© David E. Goldberg 2011
It won’t work.
© David E. Goldberg 2011
When in human history have we made big moves?
© David E. Goldberg 2011
The Salt Movement of 1930
© David E. Goldberg 2011
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The Montgomery Bus Boycott of 1955
© David E. Goldberg 2011
hRp://www.montgomeryboycoR.com/photos/rParksArrest.jpg
© David E. Goldberg 2011
It takes a social movement to bring transformation.
© David E. Goldberg 2011
The Big Beacon Movement of 2012
© David E. Goldberg 2011
© David E. Goldberg 2011
Problems: Changes huge & have system that delights in failure of candidates.
© David E. Goldberg 2011
© David E. Goldberg 2011
Global movement
5 Pillars to transform higher education
© David E. Goldberg 2011
by collaboratively disrupting the
status quo.
© David E. Goldberg 2011
Coming 2014
5 Technologies of Trust
• Wholemindedness • Values-based design • Coaching • Culture crafting & sculpting • Changing the way we change
Wholemindedness: 6 Minds of WNE
Six Minds of the
Whole New Engineer
Analy+cal mind
Design mind
People mind
Body mind
Linguis+c mind
Mind mind
Values-Based Design: 5 Pillars of the Big Beacon
• Joy • Trust • Courage • Connection • Openness
© David E. Goldberg 2011
Anything But Engineers
Culture sculp+ng
www.bigbeacon.org
© David E. Goldberg 2011
Modern leadership coaching traces its
origins to Chilean engineer, Fernando
Flores, & his PhD thesis: Management and Communication
in the O!ce of the Future, 1982
© David E. Goldberg 2011
Changing how we change: Cannot
assume that simple orders in a hierarchy
will do the trick
© David E. Goldberg 2011
Good exemplars growing: Di!erent objects of change, assumptions, & process of change essential
© David E. Goldberg 2011
1. We are reforming the wrong stu!, 2. Using assumptions appropriate for bygone times, 3. Using change methods too weak to succeed.
© David E. Goldberg 2011
1-3 Takeaways
© David E. Goldberg 2014
Email: [email protected] Web: www.bigbeacon.org Linkedin: www.linkedin.com/in/deg511 Twitter: @deg511, @bigbeacon
© David E. Goldberg 2011
Join Sunday breakfast for interactive session to collaboratively disrupt the status quo.
The Emotional Rescue of Engineering Education
Dave Goldberg
ThreeJoy Associates, Inc. [email protected]
© David E. Goldberg 2014