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Catalyzing Change Through Engaged Department Cohorts: Overcoming the One-and-Done Model.

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Title: Catalyzing Change Through Engaged Department Cohorts: Overcoming the One-and-Done Model.
Authors: Lake, Danielle1, Rabourn, Karyn E.2, Mileva, Gloria3
Source: Journal of Community Engagement & Scholarship. 2019, Vol. 12 Issue 1, p41-53. 13p.
Subject Terms: *Universities & colleges, *Action research, Onboarding (Management coaching), Departments
Geographic Terms: Midwest (U.S.)
Abstract: This article examines the merits and challenges of catalyzing institution-wide community engagement through onboarding successive engaged department cohorts. Building upon previous findings, it tests the hypothesis that deep and integrated community engagement within departments can be leveraged into pervasive engagement across an institution, exploring critical challenges to fostering collaborative, scaffolded, and sustained community engagement and offering recommendations. Such initiatives have been designed and piloted across the United States as a possible starting point for shifting often temporary, fragmented, and isolated community engagement efforts to collaborative and sustainable engagement opportunities that span programs of study. This cross-institutional and multi-departmental case study analyzes these claims, documenting the lessons learned from two successive initiatives encompassing 10 engaged departments across three institutions of higher education in the Midwest. Research harnesses traditional surveys, faculty, community, and leadership interviews, initiative reporting documents, as well as systemic action research practices. Through a cross-departmental and institutional comparison analysis, the researchers highlight the most challenging barriers and promising interventions to overcome the one-and-done model of previous engagement efforts. [ABSTRACT FROM AUTHOR]
Copyright of Journal of Community Engagement & Scholarship is the property of University of Alabama Division of Community Affairs and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Education Research Complete
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  Data: <searchLink fieldCode="JN" term="%22Journal+of+Community+Engagement+%26+Scholarship%22">Journal of Community Engagement & Scholarship</searchLink>. 2019, Vol. 12 Issue 1, p41-53. 13p.
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  Data: This article examines the merits and challenges of catalyzing institution-wide community engagement through onboarding successive engaged department cohorts. Building upon previous findings, it tests the hypothesis that deep and integrated community engagement within departments can be leveraged into pervasive engagement across an institution, exploring critical challenges to fostering collaborative, scaffolded, and sustained community engagement and offering recommendations. Such initiatives have been designed and piloted across the United States as a possible starting point for shifting often temporary, fragmented, and isolated community engagement efforts to collaborative and sustainable engagement opportunities that span programs of study. This cross-institutional and multi-departmental case study analyzes these claims, documenting the lessons learned from two successive initiatives encompassing 10 engaged departments across three institutions of higher education in the Midwest. Research harnesses traditional surveys, faculty, community, and leadership interviews, initiative reporting documents, as well as systemic action research practices. Through a cross-departmental and institutional comparison analysis, the researchers highlight the most challenging barriers and promising interventions to overcome the one-and-done model of previous engagement efforts. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Journal of Community Engagement & Scholarship is the property of University of Alabama Division of Community Affairs and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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      – SubjectFull: Onboarding (Management coaching)
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      – SubjectFull: Departments
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      – SubjectFull: Midwest (U.S.)
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              Text: 2019
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