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A<br />

Computer Previous Page | Contents | Zoom in | Zoom out | Front Cover | Search Issue | Next Page M S BE<br />

aG<br />

F<br />

EDUCATION<br />

Cutting Across<br />

the Disciplines<br />

Jim Vallino,<br />

Rochester Institute of Technology<br />

Engineering and <strong>computing</strong> educators must design curricula<br />

that require students to work outside their own domain.<br />

Multidisciplinary,<br />

interdisciplinary,<br />

transdisciplinary—<br />

these terms are<br />

all the buzz in engineering and<br />

<strong>computing</strong> curriculum design.<br />

Throughout their career, most<br />

graduates will work on project<br />

teams with people from multiple<br />

fields of expertise. Engineering and<br />

<strong>computing</strong> educators must accordingly<br />

design curricula that require<br />

students to work outside of their<br />

own domain. This opportunity can<br />

range from small-group collaboration<br />

in a single course to large-scale<br />

efforts that span every program at<br />

an institution.<br />

There is often resistance to incorporating<br />

multidisciplinary work into<br />

curricula. Academic institutions,<br />

like most other organizations, have<br />

administrative and management<br />

entities that can unintentionally construct<br />

impediments to cutting across<br />

entrenched boundaries. At colleges<br />

and universities, fingers usually point<br />

at the department as the main culprit.<br />

Typical impediments are joint sched-<br />

0018-9162/10/$26.00 © 2010 IEEE<br />

uling of cross-listed courses, faculty<br />

teaching-load accounting, and support<br />

for shared facilities.<br />

One reaction to this is a push to<br />

eliminate administrative entities.<br />

However, this creates a new set of<br />

problems when program responsibility<br />

becomes ill-defined. At the core,<br />

what is required is a commitment<br />

to improve students’ education by<br />

promoting multidisciplinary teams<br />

and projects. The motivation may<br />

be provided top-down, especially<br />

for institute-wide programs, but<br />

in most cases it will be a limited<br />

effort led from the bottom up by a<br />

small number of individual faculty<br />

members.<br />

ACCREDITATION<br />

PROVIDES A MOTIVATION<br />

Whether you believe that multidisciplinary<br />

work will be the savior<br />

of engineering and <strong>computing</strong> education<br />

or is just another fad that<br />

will blend into the curriculum landscape,<br />

educators will see it in one<br />

form or another in the foreseeable<br />

future.<br />

Published by the IEEE Computer Society<br />

Programs accredited by the Engineering<br />

Accreditation Commission of<br />

ABET (www.abet.org) must demonstrate<br />

that students have<br />

“(c) an ability to design a system,<br />

component, or process to meet<br />

desired needs within realistic<br />

constraints such as economic,<br />

environmental, social, political,<br />

ethical, health and safety, manufacturability,<br />

and sustainability”;<br />

“(d) an ability to function on<br />

multidisciplinary teams”; and<br />

“(h) the broad education necessary<br />

to understand the impact of<br />

engineering solutions in a global,<br />

economic, environmental, and<br />

societal context.”<br />

All three of these program outcomes<br />

look beyond a traditional<br />

single-discipline curriculum. Because<br />

the program is responsible for demonstrating<br />

these outcomes, the<br />

experiences can’t be haphazardly<br />

inserted in the curriculum or based<br />

on elective coursework that students<br />

may or may not actually take.<br />

APRIL 2010<br />

A<br />

Computer Previous Page | Contents | Zoom in | Zoom out | Front Cover | Search Issue | Next Page M S BE<br />

aG<br />

F<br />

87

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