[Quotes edited for clarity and brevity by Alisha and the editorial team.]
Quinn: To start us off, thank you for meeting with us. It’s super exciting.
Alisha: Thank you for inviting me!
Quinn: It’s a great honor to be able to talk to you on your last couple of days at Olin, which is so sad. How’s it feeling getting ready to head off to something new?
Alisha: It’s pretty weird because I’ve been here for most of my professional life, which is longer than some of our students have been alive. I have a lot of different feelings. It was really nice having two going-away parties! At the faculty and staff party, it was really touching, because a bunch of people, some I’ve worked with for decades, talked about ways that I had impacted their life. It was really nice to realize I’ve had an impact. People have always asked, “why do you stay so long?” I’ve always said, ”because of the people!” And because I’ve gotten to keep growing personally, and to make positive change. It’s been nice reflecting back on that and having it reflected to me.
Quinn: In what ways do you think you’ve grown? In the many, many years you’ve been here. What are the notable growth moments?
Alisha: From a purely professional standpoint, I started as this regular faculty member doing bioengineering research, trying to figure out how to grow cells with undergraduates—which turns out to be really hard—and was hugely influenced by all these amazing educators who were really thinking deeply about education and good pedagogy. And so I got to thinking about those things, but also figured out that I really like being an administrator. I have this distinct memory of Mark Somerville, as an associate dean, walking into my office in 2011 and asking me if I wanted to be the associate director of SCOPE. I still felt “new,” had never thought about leadership, and I was still pretty quiet, which I know is hard to believe. I went home and thought about it over the weekend, and I was like, “actually I do want to do that.” Back then, many students felt like it was very disconnected from the Olin curriculum, and had this feeling of kind of “selling your soul”. As SCOPE director, I focused on how it really is a capstone to our curriculum (and I started drawing pictures of capstones, and telling the story of how the stuff in ModSim, ISIM, P&M, CD, design depths, major classes, et cetera, built up to this capstone experience, and how it was really different than the capstone experiences at other schools where they were like “yeah, do all this stuff at the very end.” But it also made me realize I liked doing that kind of culture change work, and program work, and figuring out how to have an impact on students and colleagues that was bigger than just teaching bioengineering classes with five students. That led to being an associate dean, and then more surprisingly to being a dean of student affairs. I got to do all of these different jobs, and that it made sense in the Olin context. I love that I can see my impact on these different areas. I also need to give a shout out to human-centered design as an approach that aligns with my values and has shaped my research as well as my work as an administrator.
On a more personal note, it has been getting to work with all these cool people—colleagues and students—to have so many different conversations and learn from them. This part about the close-knit community has been incredible. There are still former students who are grown adults with children and lives, and we’re still in touch. Being able to learn from people and also have a positive impact on individuals has been so rewarding.
Quinn: Do you think you’re gonna miss doing that sort of nitty-gritty technical teaching, like about specific subjects?
Alisha: I haven’t done that in a long time. The last class I taught was Biomedical Device Design in the spring of 2021. I do think I’m gonna miss working super closely with students; that’s gonna be a really big change going forward, because my primary focus will be faculty development. But I also know that if I’m thinking about faculty development, it’s about teaching students, so I’m still going to figure out how to get where the students are. I probably won’t miss having to deal with the shenanigans part of it! I’m excited to go back to focusing on the teaching and learning piece of it, as much as I’ve been an educator when having different conversations with individual students or groups. As Dean of Student Affairs, sometimes that educational conversation is something like, “maybe doing that thing was not a good idea, and let’s look at the bigger picture, and the impact on other people and the community.” Bringing all of that knowledge of what’s going on for students outside the classroom, at school, with their family, in the world, is going to be huge, because it’s not a vantage that most faculty get.
Quinn: Can you tell us about what you’re doing after Olin and how that relates to what you have been doing here?
Alisha: I’m going to be the executive director of the ATLAS Center—Advancing Teaching, Learning, and Scholarship – at Wentworth Institute of Technology (WIT). The teaching and learning center already exists at WIT, but right now it lives in IT, so they’re kind of seen by the community as the tech support for their learning management system (ours is Canvas). But they’re also trying to do all this great instructional design and support for faculty teaching and learning scholarship. There’s all this great stuff happening, so they’re rebranding it with a new name and moving it under the provost’s office so it’s seen as a more academic department. I’m excited to think about how to elevate that teaching and learning piece, and about faculty development and student outcomes. This comes back to the culture change piece that I enjoy doing. Wentworth is all about student outcomes, in an OG hands-on learning way, focused on preparing students for engineering careers. Being mission-driven in this very pragmatic way that makes STEM education more accessible is very values-aligned for me.
Gia: You’ve been exposed to many kinds of – you used the word – shenanigans in your shifting roles at Olin. What shenanigans make Olin “Olin”? How has that informed your work, what you’ll take with you to Wentworth, etc.?
Alisha: I’m going to try to come back to your actual question, but I wanted to reflect on something interesting that’s embedded in that. It’s something I’ve thought about at many different stages, but especially as I’ve gotten involved in the student affairs community: we’re not that special. There are some really funky things about how our culture plays out, mostly with our size, but in terms of the overall stuff that we’re dealing with, I think we collectively have a tendency to think that we’re very different, and therefore we need to do things differently. Going to student affairs conferences and talking to people from all kinds of other schools—everyone’s dealing with the same stuff. People who are 18 to 22 are always pushing boundaries and trying stuff, and people at engineering schools tend to be problem solvers in all sorts of interesting ways. I think our uniqueness comes from a somewhat intentional and somewhat organically-grown lack of certain pieces of infrastructure. Our culture has fostered a real feeling of “students need to do all these things themselves”. This can cause many difficulties and tensions in how students are encouraged to spend their time and energy.
My biggest focus in the last four years has been trying to build trust. When I started, the thing I heard over and over was “we don’t trust StAR.” And if Oliners don’t trust this entire set of people, even if it’s about one or two people, they’re not going to come for the resources. And we know they need the resources! It’s not all perfect; it’s not sunshine and flowers all of the time, but a lot of progress has been made in that space.
Back to your question: some of the specific shenanigans are around different opinions about what is appropriate behavior, and what is appropriate for students to do. In some ways, that’s true everywhere. Sometimes when you have those conversations, it’s a total surprise. Whereas I think at other schools, people would be like, “yeah, okay, I kind of knew I broke the rules.” Olin students are like, “There are RULES?!” I mean, I’m overstating that, but I think that’s some of the funny stuff to figure out.
Gia: Can you tell me more about what you mean by policy and risk? [mentioned in ramblings that were cut]
Alisha: Student group safety! That’s the thing I worked on a lot last year. This has been interesting because I do have a lab safety background and a project advising background through SCOPE, and so I was able to bring some of that in a way that spans some of the different areas, which is not typical in student affairs. But we had not built enough of an integrated infrastructure to provide appropriate oversight of some of the things students are working on. Something hard, and sometimes novel at Olin is that sometimes we’ve had to say “no, we can’t actually support this thing, because we don’t have the space or it’s actually hazardous in a way we cannot support.” I do think it’s this thing where we were okay in the beginning, and then we just didn’t really… stay…
Quinn: We didn’t stay with the times.
Alisha: We didn’t stay with the times! And now we’re sort of trying to catch up. Especially with all of the continuity lost during COVID, there’s been a little bit of a “wild west.” Trying to get that under control in a way that maintains student autonomy and all the things that are beautiful about having these groups, and also brings us into the modern world in a way that creates a manageable infrastructure is super challenging. Because of that, in my last weeks I’ve been working on all these transition documents and trying to pass stuff on for the next dean.
Quinn: You can feel it out?
Alisha: Yeah. I kind of know what’s going on. And there’s so much transition and work that spans student affairs. I think Frankly Speaking is a great example of the evolution of things. There’s a thing that Frankly Speaking used to be, and that doesn’t have to be exactly the thing Frankly Speaking is in the future, while also keeping the really important essence of what Frankly Speaking is. I think that’s what you all have shepherded so well this year, thinking about that, and really leaning into “we don’t have to stick to this tradition—we can keep the stuff that’s integral and modernize.”
Quinn: How has being in this administrative role, dean of student affairs, changed your perspective of Olin academia and academia as a whole?
Alisha: I think it’s really rare to have both a faculty perspective and a staff perspective. While I always have that faculty perspective, I feel fully immersed in the staff world. In higher ed, there’s usually a divide—it’s a lot smaller between faculty and staff at Olin, but it still exists, and I think it’s something that staff tend to be much more aware of than faculty. I know I was totally clueless when I was purely a faculty. We often talk about how support work is like an iceberg. You see the top stuff, but there’s all this stuff happening underneath that tends to be invisible if it’s going well.
Quinn: Given all of this context and development and learning that you’ve done, what do you hope to see Olin do with all of that in the next five, ten years?
Alisha: I do hope that folks continue to understand the important role that student affairs plays in the student experience, and that resource that appropriately. I think understanding how much the high-touch services are part of what we are offering to students, and part of that value proposition that students and their families are really looking at with their money and their choices about where they go—that’s an important piece of the puzzle.
Gia: Looking back, what are some things that you’re proud of? You said that you feel like you have your fingerprints in a lot of places, what are places that you look at like “wow, I’m super proud that I did this; this is something that I’m glad has happened here”?
Quinn: Things that current Olin students might not know about at all.
Gia: Yeah, big or small.
Alisha: I think there’s so many phases. I’m super proud of the stuff I did in SCOPE. I led changing the faculty advising model, and grading to make it more consistent for both students and faculty. I started the work to shift the narrative of “SCOPE is all defense and robotics” by really focusing on a broader portfolio of projects to match the interests and values of more students. So much of what I’ve done over my time here is in the equity and inclusion space, starting from when I was a visiting professor. I got immediately involved in the gender and engineering co-curricular. I was one of the people who was focused on that work inside and outside of Olin. When we had our first openly trans student, I put together a training, and I was like “okay we’re gonna do Trans 101, friends!” Initially, there were just these ad hoc things, and then that was a big part of my portfolio when I became associate dean of faculty—faculty development, but also really thinking about equity and inclusion in the classroom. When we had the new strategic plan, we formed a group called the “DEI Champions”, and a lot of what we did is more focused strategic planning of like “here’s what we need—here’s the path for thinking about cultural competency for advising, here’s the path for making sure people are getting the training and education they need for thinking about inclusivity of belonging in classrooms,” and I think that’s been a really core part of what I’ve done, and obviously a core part of what I’ve brought into my work in student affairs. Many of my colleagues are doing incredible work, but I think that’s one of the biggest places I’ve had formal and informal impact.
I think it’s a lot of little things too, the stuff that I’m proud of. What people have been reflecting over the last weeks, I’m like “oh wow, I didn’t even think about that.” A student was like “yeah, I was going through my emails and my first email from you was doing name change stuff before I came.” Sending 15 emails back and forth to get it right is at the core of how to do this work for me.
Quinn: As we’re wrapping up here, is there anything you want to say to the Olin community as sort of a last goodbye?
Alisha: I think my primary feeling towards the bulk of the Olin community is just a real sense of gratitude. Especially to students, who don’t have to trust me with their shit. For all of it, for the vitriol, and the thanks, and moments of getting things, and being able to witness people grow and change. Because I see it as passion for this community, and that is a shared value that I appreciate.
Quinn: Thank you so much. We are going to miss you.
Alisha: Thank you, it’s been a pleasure.
Quinn: I hope that you keep reading Frankly Speaking. :)
Alisha: Oh, I will.
