Dr. Christopher McCordDr. Richard Vengroff

Dr. Thierry LégerDr. Robert Prezant

Dr. Linda Schott

Large body of research on various aspects of interdisciplinarity

Little research on organizational structure of interdisciplinary programs

Most research on managerial and organizational issues focus on Research I institutions

Purpose of paper: Explore how to best sustain interdisciplinarity at a large state supported comprehensive teaching institution

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MOST ARE RELEVANT FOR COMPREHENSIVE UNIVERSITIES

Need for Flexibility or adhocracy Joint appointment - Location of tenure Budget allocation Promotion and Tenure guidelines Valuation of interdisciplinary research Distribution of “indirects” Space Reporting relationships

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Functionally, a department is a unit that:o Reports directly to the Deano Holds tenure/tenure-track faculty lineso Makes first-level decision on tenure &

promotiono Awards annual merito Allocates resourceso Handles personnel issueso Controls curriculumo Advises studentso Schedules courseso Assigns teachingo Receives overhead from grantso Controls space

Structural alternatives have to address these functional issues

• A basic decision about a structural alternative is to decide where it sits relative to departments & colleges: under, along side, over, …o Centers or Institutes within a Departmento Centers or Institutes alongside the

Department structureo Schools that bring together units without

erasing their status as departments

Research Centers & Teaching Programs Undergraduate College Programs embedded in departments Separate Department for an interdisciplinary

program e.g. African studies Common Interdisciplinary Department

Structure for All Programs Common Core for multiple interdisciplinary

programs

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SCHOOL

Fast growing comprehensive university with 22,500 students

Up till 2006, CHSS had several interdisciplinary programs, embedded in departments: AADS (African and African Diaspora Studies) AMST (American Studies) AS (Asian Studies) GWST (Gender and Women’s Studies)

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Programs moved to the Dean’s Office – Associate Dean Assigned as Program Advocate

Governance plans Resources New programs added

Environmental Studies Peace Studies Latin American Studies

Council of interdisciplinary programs (Cultural and Regional Studies)

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Vibrant programs Promotion of diversity (curriculum, research,

and recruitment) Increased visibility Faculty and Students engagement Increased Registration in cross-listed

Courses

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Benefits of creating a department Institutionalizing the programs Formalized budget Tenure track slots – joint appointments Diversity Hires

Possible downside Isolation of programs Decrease in special funding Decline in flexibility Decline in cooperation with departments Increased competition for resources

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Public liberal arts college of 3700

Promotion of “interdisciplinary learning experiences” is an institutional core value

Programs were developed but with little attention to structure and with few resources

Faculty from English, GWS, ENVS, Writing, Business, Anthropology; former President

Definitions and categorization of programs

Recommendations for “best practices”

Templates

Require students to take courses from two disciplines

Do not require integration of the disciplinary perspectives

Examples: Art - Business Art Option Exercise Science -Sports Administration Option Music - Music Business Option Theatre - Arts Administration Option

◦ Require students to take courses from three or more disciplines

◦ Do not require integration of the disciplinary perspectives into interdisciplinary understanding

◦ Examples Humanities Interdisciplinary Studies - Teacher Education Option Sociology/Human Services - Criminology

Multiple disciplinary perspectives and methodologies

Integration of disciplinary perspectives IS required

Curriculum includes at least one deliberatively integrated course, usually introductory or capstone

The Faculty meet regularly to guide the program and engage in a nonhierarchical sharing of knowledge and dialogue among all program participants.

16 claimed to be; only 4 were

Environmental Studies

Gender and Women’s Studies

Native American and Indigenous Studies

Southwest Studies

Curricula are integrative, socially relevant, and oriented toward solving complex, contemporary issues and challenges

Integrate perspectives and knowledge originating both inside and outside academe

Several integrative courses, including an introduction and a capstone course, that engage with contemporary issues; and that engage students with contemporary problem solving

The faculty and knowledgeable individuals outside academe meet regularly to guide the program and engage in a nonhierarchical sharing of knowledge and dialogue among all program participants

What location will most effectively facilitate the collaboration of the faculty?

What location will most effectively promote student engagement, interaction, and success?

What location will provide the best “intellectual fit” for the program?

Facilitate collaboration through Council of Inter/Trans Disciplinary Program Directors

Types◦ Full◦ Joint◦ Affiliated

Key issues◦ How are appointments made (and unmade)◦ What are rights and responsibilities of faculty◦ How are faculty evaluated

Special review committees Tailored expectation statements

Why are these programs beneficial for faculty?

Why are these programs beneficial to students?

Why are these programs beneficial to society?

Must have governance document◦ What is the purpose of the board?◦ What are the membership requirements?◦ Who are the potential members?◦ What is the governance structure for the board

(officers, frequency of meetings, committee and/or subcommittee structure, and a process for amending the charter)?

Must be vetted by dean and development staff

Science Informatics Major, Computer Science Concentration (B.S.)

This interdisciplinary degree is supported by the departments of Biology and Molecular Biology, Chemistry and Biochemistry, Computer Science, Earth and Environmental Studies, and Mathematical Sciences. Students are especially prepared to work in New Jersey's high tech pharmaceutical, biotechnology, and other data intensive industries and to engage in graduate studies in the underpinning disciplines. The degree is unique in requiring both Science Informatics interdisciplinary courses and courses in science, computer science, and mathematics within the liberal arts tradition.

Too many engineers >>dense program/too many credits/requirementsToo much emphasis on satisfying all “players”No lead who could appreciate the full array of concentration needsNo home department for the majorHeterogeneous advisement for studentsNo physical space to serve as a nucleus for the students

Upside Capstone course Required internships

(X2) Diverse (committee)

involvement Small classes Diverse market –pre

(student interests) and post graduation (job ops)

Downside Overly heavy required

curriculum Excessive diversity of

core courses No “home” Diverse (committee)

involvement Small classes due to low

enrollment Vague, poorly known

title

PhD Environmental Management

A holistic approach to research and education, the PhD program in environmental management seeks to prepare environmental scholars who will recognize and analyze relationships among scientific, technological, societal and economic issues, and who will understand the uses of research in a data-driven decision and policy making process, firmly rooted in current scientific knowledge and methodology. The program integrates key elements of physical, chemical, biological, social and management practices into the study of natural and human environments, and is truly representative of the academic needs of this new millennium, providing an intellectual platform promoting the philosophy of a sustainable world.

Build and recruit faculty across campus Single lead in-place first –from “outside” Focus first on blending disciplines Understand post-degree options Unique program – strong job potential (NJ) Put student first Clock the degree Develop mission up front Strong external evaluation

Upside• Strong and focused leadership (hired into position)• Home department• Clear mission• Goal oriented• Advisory council• Regular executive council meetings• Market need• Clear and explicit title

Downside• Learning curve for

new director hire – learning curve for senior faculty

• Strong director and perception of faculty

• Rotation of (few) courses

Lessons Learned

Realism of discipline blendsLeadership first

Focus on outcomes (post-degree)Market need

Vision of the futureDiscrete home

Cross > Inter > Transdisciplinarity

Sustainability studiesComputational scienceChemical businessMolecular ecologyEnvironmental forensicsRevamped science informatics

Complete Paper is available at

http://ksuweb.kennesaw.edu/~rvengrof/ Christopher McCord: mccord@niu.edu Richard Vengroff : rvengrof@kennesaw.edu Thierry Léger :tleger@kennesaw.edu Robert Prezant:

prezantr@mail.montclair.edu Linda Schott: schott_l@fortlewis.edu