Julie Thompson Klein Wayne State University Oregon State University 12 November 2010

1. Julie Thompson Klein Wayne State University Oregon State University 12 November 2010

2. The Mantra of ID • Advances in knowledge and innovation • Solution to societal problems • New interests and questions • New fields and teaching areas • Integration, connection, collaboration • Competitiveness in funding • Niche identity

3. Patterns of Growth • SSRC-Teagle 2006 study: IDS in liberal education (Rhoten) • Brint, Turk-Bicakci, Proctor, & Murphy: IDS degrees 1975 to 2000 • 2005 data on MD/ID studies from National Center for Education Statistics and 2010 Classification of Instructional Programs • NRC taxonomy for doctoral programs • AACU on general education reform

4. Deeply embedded cultural issues • “small but persistent ‘drag’” • “accumulation of disadvantage” • weak arguments • thin evidence and data • shallow knowledge base • underdeveloped plans • under-identified activities • under-identified interests • under-leveraged resources • continuing barriers • weak decision-making • limited outcomes • marginal efforts

5. The Wisdom of Jerry Gaff Deep Structuring Architecture for a Strong Networked Operating System • Both structure and behavior • Both transformative and incremental approaches • Both strategic targeting and general loosening of barriers • Orchestration of top-down, mid-, and bottom up- levels • Upper-level administration, strategic planning, policy • Mid-lower level planning, management, performance, evaluation • Individual, small group, project- and program-level

6. Key Concepts • Burton Clark: gap between older simplified expectations and new complex realities that outrun them • Trowler & Knight: contextual simplification vs. unique and dynamic cultural configurations • Keith Clayton: overt vs. concealed interdisciplinarity • Charles Lemert: surface vs. shadow structure • J. Hillis Miller: hidden university • Brown & Duguid: canonical practices vs complexity, variability, and divergence in the “rough terrain” • Aldo Firpo: “points of multidisciplinary convergence”

7. National and Local Mapping ? Pertinent histories and communities of practice ? Forms they take on campus ? Continuity and shifts over time ? Representation on official maps of campus ? Overt ID and surface structure ? Concealed reality and shadow structure ? “Looped into” local infrastructure ? Diffused interests and distributed ID intelligence

8. Oversight

9. Variables of Change • • Nature of the institution • Institutional culture • Nature and level of the change • Requirements of the change • Material and human resources

10. Strategies of Change • • Toombs and Tierney: modification, integration, transformation • Watzlawick, Weakland, Fisch: second- vs. first-order change • Davidson: small changes <> big ideas • NAS report: both incremental and transformational

11. Resource Banking

12. Strength and Sustainability • benchmarking best practices • identifying points of convergence • leveraging existing resources • building capacity and critical mass • platforming and scaffolding architecture for a networked campus • creating a resource bank • deep structuring of a robust portfolio of strategies

13. The “B” Word

14. $trategie$ • View space as a “fungible asset” (NAS 2004). • Use indirect cost recover to seed and support. • Partner for ID strength and solidarity. • Work closely with offices of development. • Invest in central oversight and greater efficiencies. • Network with external groups. • Bridge research and the curriculum.

15. Lowell Low – No Cost Ideas • Assign every ID program a distinct prefix. • Make visible and accessible (website, catalog, directory) • “Loop” ID programs into the Registrar's Office. • Clarify processes for program creation, course approval, mirroring process in place for other programs. • Invite ID Program directors and coordinators to attend Chair and Dean meetings. • Include in Open House and Student Orientation. • Create fair and consistent system for assigning FTE's for team-taught courses.