Culture coaching: A model for facilitating globally distributed collaborative work
2006 (English)In: 36th Annual Frontiers in Education, Conference Program, Vols 1-4: BORDERS: INTERNATIONAL, SOCIAL AND CULTURAL, NEW YORK, NY: IEEE , 2006, 1669-1674 p.Conference paper (Refereed)
Engineering students engaged in product-based learning typically see what they have produced, but do not as easily see what they have learned. In a joint course between the Royal Institute of Technology in Stockholm, Sweden and Stanford University, U.S., graduate students from each university worked in high performance design-development teams on globally distributed scenarios for an industrial client. One of the difficulties of distributed teamwork is establishing team cohesion, trust, and credibility early in the project. Recognizing these challenges, an intervention engaging local "culture coaches" was implemented. Each coach served as a facilitator and interpreter of each team's similarities and differences with regards to local class culture as well as the social culture. In I he study, the work of the culture coaches contributed to a more unified team identity and increased student awareness of learning in the design process and product.
Place, publisher, year, edition, pages
NEW YORK, NY: IEEE , 2006. 1669-1674 p.
, PROCEEDINGS-FRONTIERS IN EDUCATION CONFERENCE, ISSN 0190-5848
global collaboration, engineering design education, distributed education
Educational Sciences Engineering and Technology
IdentifiersURN: urn:nbn:se:kth:diva-42436DOI: 10.1109/FIE.2006.322508ISI: 000245981400410ScopusID: 2-s2.0-48749086195ISBN: 978-1-4244-0256-4OAI: oai:DiVA.org:kth-42436DiVA: diva2:446966
36th Annual Frontiers in Education (FIE 2006). San Diego, CA. OCT 28-31, 2006
QC 201110102011-10-102011-10-102012-03-01Bibliographically approved