ADVANCE Institutional Transformation Award: Comprehensive Equity at Ohio State (CEOS)

俄亥俄州立大学有非常进步的政策，允许在终身教职时间以外的时间，在终身教职轨道上的兼职任命，双重职业安置和校园儿童保育。我们还拥有促进两性平等的支助办公室基础设施(特别是妇女和妇女地位主席理事会)和广泛的领导力培训(通过人力资源和妇女地位)。然而，该机构是高度分散的，由个别学院负责在当地实施政策。部门文化是影响俄亥俄州立大学招聘和留住妇女的最重要因素，因此，我们的分散制度需要院长和部门主任的积极参与，以实现机构改革。俄亥俄州立大学的全面公平(CEOS)项目涉及四所涵盖科学、技术、工程和数学(STEM)的学院：生物科学、工程、数学和物理科学以及兽医。根据转型领导的框架，我们的干预措施包括为这四所学院的行政领导人举办有组织的研讨会，最终将形成行动项目学习团队。另一个项目将侧重于为这四所大学的女性领导者提供有组织的同行指导。我们将为有意将其知识产权商业化的妇女提供一个为期两年的创业研讨会。形成性和终结性评价研究将贯穿整个项目，包括对结构化访谈和项目组合开发中的量化指标和定性数据的分析。随着项目的展开，一个内部咨询小组和一个外部咨询委员会将提供额外指导。知识价值：CEO项目解决了根深蒂固的文化障碍，阻碍了女性和少数族裔的平等。研究表明，组织文化，尤其是根深蒂固的文化假设和习以为常的做法，支持工作场所的不平等。高等教育组织研究表明，系主任和学院院长可以在促进文化变革方面发挥关键作用。俄亥俄州立大学的CEO项目基于一种变革性的领导模式，将让院长、主席和男女教职员工参加研讨会、女性领导者圈子和行动学习项目团队。对这些干预措施数据的分析将有助于理解变革性领导如何影响组织变革，以消除妇女和STEM历史上代表性不足群体成员的文化障碍。该项目的研究将在许多会议上发表，并将提交给学术期刊。更广泛的影响：成功地改变俄亥俄州立大学四所学院的文化，将在其他STEM(和非STEM)大学产生进一步的变化。我们将通过与校长妇女委员会、教务长办公室和校园论坛的定期交流，与更广泛的大学社区分享我们的成功和挑战。我们将通过一个活跃的网站、在会议上发表演讲、在同行推荐的期刊上发表文章和其他学术渠道，分享我们关于干预和变革型领导模式的效用的研究成果。我们还将向全国观众提供为期3天的创业研讨会，这是我们内部研讨会的成果。

The Ohio State University has highly progressive policies that allow for time off the tenure clock, part-time appointments on the tenure track, dual career placement and on-campus child care. We also have an infrastructure of support offices that promote gender equity (notably the President's Council on Women and the Women's Place) and extensive training in leadership (through Human Resources and the Women's Place). Yet the institution is highly decentralized, with individual colleges being responsible for implementing policies locally. Departmental culture is the single most important factor affecting recruitment and retention for women at Ohio State, and our decentralized system therefore requires active participation of deans and department chairs to effect institutional change. The Comprehensive Equity at Ohio State (CEOS) project involves four colleges that span the breadth of science, technology, engineering, and mathematics (STEM): Biological Sciences, Engineering, Mathematical & Physical Sciences, and Veterinary Medicine. Based upon a framework of transformational leadership, our interventions include structured workshops for administrative leaders in those four colleges that will culminate in formation of action project learning teams. Another program will focus on structured peer mentoring for women leaders in the four colleges. We will provide a two-year workshop on entrepreneurship for women interested in commercializing their intellectual property. Both formative and summative evaluation research will occur throughout the project, including analysis of quantitative metrics and qualitative data from structured interviews and portfolio development. An Internal Advisory Team and an External Advisory Committee will provide additional guidance as the project unfolds. Intellectual Merit: The CEOS project addresses entrenched, cultural barriers to equity for women and minorities. Research indicates that organizational culture, and especially deeply embedded cultural assumptions and taken-for-granted practices, support inequalities in the workplace. Higher education organizational research has shown that department chairs and college deans can play a crucial role facilitating culture change. The CEOS project at Ohio State, based on a transformational leadership model, will involve deans, chairs and women and men faculty in workshops, women leaders' circles, and action learning project teams. Analysis of data from these interventions will contribute to an understanding of how transformational leadership affects organizational change to remove cultural barriers for women and members of historically underrepresented groups in STEM. Research from this project will be presented at numerous conferences and will be submitted to scholarly journals. Broader Impacts: Successfully transforming the culture in four colleges at Ohio State will nucleate further change in other STEM (and non-STEM) colleges. We will share our successes and challenges with the broader university community through regular communication with the President's Council on Women, the Provost's office, and in campus forums. We will share our research results on interventions and the utility of the transformational leadership model via an active website, presentations at conferences, publications in peer-refereed journals, and other academic outlets. We also will offer a 3-day workshop on entrepreneurship to a national audience as an outgrowth of our internal workshop.