Editorial

While almost everyone agrees that engineering education is overdue for significant change, almost no one knows how to bring it about. In 2014, Mark Somerville and I wrote A Whole New Engineer: The Coming Revolution in Engineering Education (2014) and suggested that a key reason for our collective lack of success is because, as a group, we typically change the wrong stuff—content, curriculum, and pedagogy—when the real problems are cultural and emotional in nature. Moreover, we concluded that this emphasis on what to change also obscured the importance of change process and leadership. Going back as far 2012, I created a successful series of workshops and talks on Personal and Organizational Change Agency (subsequently called Change That Sticks) in Singapore to Brazil to the Netherlands to Australia, back to the US and Canada, and points in between; these workshops have led to important transformations at a variety of engineering programs worldwide.