Search results

This chapter reinforces that challenge-based learning (CBL) may present students with the opportunity to act on a global issue at the local level and make a positive difference in their community. This chapter presents a theoretical framework on the importance of linking Sustainable Development Goals (SDGs) with the CBL methodology. In addition, a method is proposed to incorporate SDGs in the development and solution of challenges related to academic activities, taking as a reference a course of the Tec21 Educational Model, whose objective was to propose sustainable solutions to challenges of municipalities in Mexico. Therefore, SDGs are an effective vehicle for the generation of challenges both by strategic partners and by governmental organizations or NGOs that together with academics can take as a basis on CBL experiences.

CBL supported by SDGs is focused on solving problems that the students identified in their community, or the place where they live or the municipality from which they or their families originate. The SDGs are global challenges that affect students and teachers locally and, therefore, it is important to use them as a reference framework in universities and generate sustainable and innovative solutions while promoting active and multidisciplinary learning.

Challenge-based learning (CBL) is a didactic technique that aims to increase the knowledge and skills development of higher education students. The different situations that humanity faces make educational models evolve and adapt to reality and force faculty to be increasingly prepared and open to face current problems. The Tecnológico de Monterrey, the highest ranked private university in Mexico and the 155th in the world (QS World University Rankings, 2021), has implemented the Tec21 Educational Model based on four fundamental pillars: (1) CBL; (2) flexibility; (3) inspiring faculty; and (4) integrated and memorable education experiences. In this chapter, we describe the experience of implementing this education model. Our conclusions so far are that students acquire more knowledge in CBL classes than in face-to-face classes; however, faculty require an adequate training program, and there must be a prior design of the competency assessment instruments. Testing of various assessment instruments found that checklists and rubrics are the most accepted, appropriate, objective, and transparent in CBL courses, based on faculty and students' surveys. Finally, in the opinion of employers, students educated with CBL as a didactic technique have greater acceptance in the working world.

Challenge-based learning (CBL) is a trending educational concept in engineering education. The literature suggests that there is a growing variety in CBL implementations, stemming from the flexible and abstract definition of CBL that is shaped by teachers' perceptions. The chapter discusses how the CBL concept has been developed at Eindhoven University of Technology and describes the development and use of two educational resources aimed to facilitate conceptualization, design, and research of CBL for curriculum designers and teachers. The first resource is a set of CBL design principles for framing the variety of CBL and providing teachers with advice about how to develop CBL courses within an overall CBL curriculum. The second resource is a curriculum-mapping instrument called the CBL compass, which aims at mapping CBL initiatives and identifying gaps, overlaps, and misalignments in CBL implementation at a curriculum level. Both CBL design principles and the CBL compass have been developed by combining insights from theory and practical examples of CBL at TU/e into a higher order model of vision, teaching and learning, and support. We discuss the two educational instruments and showcase their application in the Eindhoven Engineering Education (E³) program, and we discuss preliminary findings and insights. The chapter concludes with recommendations for future practice and research.

This chapter analyzes the way in which challenge-based learning (CBL) is conceptualized and used in a private university in Puebla, Mexico, to promote social innovation. The university has recently changed its educational model, incorporating more integrative teaching and learning methodologies. The university has considered the 2030 Sustainable Development Goals (SDGs), especially the first goal to end poverty and the 10th regarding reducing inequality. These goals are relevant because the university is located in the state of Puebla, which has ranked fifth in the country (out of 32) in terms of poverty, especially in rural areas, where 58% of the population is living in poverty or extreme poverty conditions (CONEVAL, 2018). An example of a successful CBL project will be presented, showing how students have worked with their professors, community experts, and other stakeholders. In 2020, the university was recognized by the Times Higher Education World University Ranking as the number one university in Mexico to fight poverty based on the United Nations SDGs because of its CBL activities and social projects. Through these projects, students, administrators, and professors put into practice and develop different skills such as teamwork, analysis, facing new realities, innovating to design solutions to the problems in their environment, and beyond.

Challenge-based learning (CBL) is assumed to be particularly relevant in training future teachers, as an active learning approach, centered on the student, based on the resolution of scientific/societal challenges in interdisciplinary teams, with external partners, and over three stages (involving, investigating, and act).

The global aim of the “Form@tive – train future teachers to teach children through CBL” project is to promote active learning based on challenges, integrating different curricular units (CUs) of a course, through CBL. The Form@tive project has concluded the first cycle of implementation in early 2021, in two stages, the first in the context of a Degree in Basic Education in the academic year 2019/2020 and the second stage in three educational professional master's degrees. The results of the monitoring process of the first cycle of implementation state, among other aspects, the need: (1) of better communication between the teachers of the different CUs involved; (2) for the solutions developed to be actually implemented (not implemented due to the pandemic situation); (3) to be provided a more individualized orientation (a dedicated tutor for each group); (4) of less demand on teaching load (overload of tasks requested simultaneously); (5) to be developed not only during a semester but along the academic year; and (6) to also include the Technology and Arts filed, since it could benefit the creation of more innovative and appealing resources and presentations, among others. Recommendations for training future teachers to teach children through CBL are, thus, presented and discussed in this chapter.

In this chapter, we present our findings and ideas regarding the involvement of external partners in challenge-based learning (CBL). In particular, we address two questions: Firstly, whether it is inevitably necessary and/or worthwhile to work with external partners. Secondly, in case external partners are to be included in CBL, what needs to be considered in order to make the cooperation rewarding for teachers and students. Therefore, we identify different roles external partners may assume as well as benefits and problems that can arise from this in terms of the implementation and learning process. Our insights are based on qualitative expert interviews with five teachers and three students from courses with and without external partners at the Hamburg University of Technology (a subsample of our larger quantitative and qualitative study on CBL implementation within the ECIU), our own experience in teaching CBL, as well as on literature reviews. Our findings suggest that roles and functions of external partners are various: They may come into play as a training partner, as a challenge provider, as an expert in the field and/or as a feedback provider. They may take over several roles at the same time or just one out of it; they may be defined as part of the team of learners or join in at special occasions only. While there are certain advantages unique to having external partners, some roles may also be covered without (permanently) involving externals. In any case, working with externals requires continuous communication and negotiation regarding role expectations, positions, and activities throughout the process. To facilitate this, the chapter introduces a model to systematically analyze and balance interactions with external partners.

This chapter explores the key role of industry partners in the adoption of challenge-based learning (CBL) in higher education institutions (HEIs). Considering that one defining feature of CBL is the use of real-world challenges situated within an authentic real-world context or scenario, partnerships that include students, academics, and industry partners are often established. These partnerships usually involve students, academics, and industry partners working together to define challenges, create and implement solutions, and provide feedback. Existing CBL literature has largely focused on the evaluation of challenges and benefits for students and academics, including disciplinary knowledge acquisition and the development of competencies and soft skills. Nevertheless, little attention has been paid to the expected input from industry partners, as well as their perceptions and benefits that they can gain from CBL partnerships. Thus, the focus of this chapter is on discussing industry partners' perceptions of the practical challenges, as well as potential opportunities that can translate into benefits, stemming from CBL partnerships. Based on empirical evidence, the chapter summarizes the current challenges of CBL within the context of HEIs. We discuss industry partners' perceptions of the practical challenges and the potential opportunities emerging from the CBL partnership, and whether these translate into benefits. We consider the practicalities of working across academia, industry, and government on the implementation of CBL, and the lessons for HEIs seeking to develop CBL activities to support innovation in their regions.

This chapter provides a critical discussion of challenge-based learning (CBL) within future trends in higher education (HE). It explores how CBL may address challenges facing higher education institutions (HEIs) in response to these future trends by using a framework of common CBL characteristics. Clear recommendations for CBL practitioners to succeed in CBL implementation within the ever-changing HE landscape are presented. It complements previous chapters on CBL case studies by situating CBL in the broader HE space. A discussion on the interrelationships between these characteristics and predictions on the future integration of CBL in HE concludes this chapter. These macrolevel discussions of CBL will be of interest to government officials, managers, business stakeholders, teachers, policy advisors, and academic teachers. Insights on the future institutional impact of CBL, how it may improve business and academic collaborations, how it aligns with sustainability and transversal skills policies, and where CBL is situated in the post-COVID-19 landscape are discussed. Ultimately, it argues that CBL is part of a pedagogical toolkit to meet future trends in HE.