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Recently the notion of Critical Race Theory (CRT) has come under fire by those with a limited knowledge of the theoretical underpinnings surrounding the intersection of education, law, and race in American society. To support those students eager to incorporate CRT as a framework within their research, the authors analyzed the dissertations of students receiving Education Doctorates (EdD). The researchers set out to determine how EdD students used CRT, how they framed problems of practice (POP), how they operationalized CRT, and to understand how those former students interrogated their findings in the pursuit of truth. The authors intend for this work to expand the knowledge base on CRT and inform scholarly practitioners on how to operationalize CRT to create sustainable change in the American education system.

This paper explores how redesigned Education Doctorate (EdD) programs in educational leadership can serve as a lever for strengthening the use of research evidence (URE) in schools and districts. Drawing on the COM-B framework, we conceptualize a theory of action that links EdD program design to leaders’ capabilities, motivations, and behaviors in applying research to educational improvement. We identify key dimensions of leadership preparation that align with well-documented URE practices. Finally, we discuss how these insights can inform doctoral programs as well as in-service professional learning and suggest the need for additional empirical work on these relationships and a deeper understanding of how local contexts shape the effectiveness of leadership preparation in supporting research-informed decision-making.

The Carnegie Project on the Education Doctorate (CPED)-an inter-institutional action project of the Carnegie Foundation-is a consortium of universities pursuing the goals of instituting a clear distinction between the professional doctorate in education and the research doctorate; and improving reliably and across contexts the efficacy of programs leading the professional doctorate in education. To this end, the aim is to advance the Education Doctorate (EdD) as the highest quality degree for the professional preparation of educational practitioners. With this book, the editors offer multiple perspectives of graduates from several CPED-influenced programs and allow these graduates to describe how they have experienced innovative professional practice preparation. The chapters in this book tell the reader a story of transformation providing several narratives that describe each graduate's progression through their doctoral studies. Authors specifically chronicle how individual EdD programs prepared them to be scholarly practitioners, and how their doctoral studies changed who they have become as people and practitioners. The primary market for this project would be scholars, professors, and students interested in higher education and doctoral education. In particular, those that are interested in understanding the purpose of the Education Doctorate (EdD) and its role in preparing Stewards of the Practice.

In 2007, a consortium of more than 50 schools of education came together to transform doctoral education for practitioners--in so doing creating the Carnegie Project on the Education Doctorate. The project's goal is to redesign the degree to make it the highest-quality degree for the advanced preparation of school practitioners and clinical faculty, academic leaders, and professional staff for the nation's schools and colleges and the organizations that support them. This grassroots effort, led by faculty and student-practitioners, has resulted in game-changing definitions and designs of professional preparation in education.

Following the collapse of the government of Afghanistan in August 2021, a large number of at-risk individuals were required to follow evacuation procedures to ensure their safety; however, ultimately, they were not evacuated. The current study examined one such group of individuals and their experiences. The study explored a group of at-risk men and the challenges before traveling to their evacuation destination, while waiting for the evacuation flights, and after returning home because they were not evacuated. The study also investigated mechanisms these men used to maneuver these challenges. Open-ended interviews were used to collect data from 11 men, most of whom were university lecturers. A thematic analysis was conducted to analyze the data. The findings showed the participants experienced a wide number of difficulties before traveling to the evacuation destination (e.g., inability to provide their family’s basic needs and little access to food) and while waiting for the flights (e.g., getting separated from their family members and fear of getting captured by the Taliban). They used various strategies (e.g., religion and social support networks) to cope with these challenges. Moreover, the participants lived through a number of hardships after returning home.

In this article I report on the application of the lens of Rogers’ ( 1995 ) change agent roles and Kezar and Lester’s ( 2011 ) adaptation of tempered radicals in order to understand the leadership roles assumed by three individual faculty members located at three distinct schools of education. These faculty leaders utilized the concepts and principles of the Carnegie Project on the Education Doctorate (CPED) to lead redesigns of their Ed.D. programs. Qualitative data were gathered during a larger study on institutional change. Findings contribute to understanding grassroots leadership and how it works in collaboration with top-down authorities.

This book, part of the Carnegie Project on the Education Doctorate (CPED), shares multiple perspectives from graduates of CPED-influenced programs. It highlights their transformation through doctoral studies, focusing on how EdD programs prepare them as scholarly practitioners. Ideal for scholars, professors, and students.

The purpose of this study is to understand how change takes place in schools of education by examining three institutions involved in the Carnegie Project on the Education Doctorate. More specifically, this study will investigate how schools of education and their academic departments adopt, adapt, or reject change efforts and how faculty in a change agent capacity describe and understand their role in this process. The theoretical framework that guided this study is Everett Rogers’ Diffusion of Innovation model which examines how innovative ideas are disseminated through an understanding of the innovation, the communication channels through which the innovation is described, the influences of the social system on the process, and the time it takes for a decision to adopt the innovation is made. The methodology employed in this study was an embedded, multiple-case study. The two units of analysis were the school or academic department and the CPED primary investigator. Data was collected in three forms—documents, interviews, and observations. Case reports for each institution were generated and a cross-case analysis was conducted. Findings reveal that leadership, internal characteristics, external characteristics and change agent roles and strategies are significant in defining and shaping the change process.

Abstract Since its inception at Harvard in 1921, the Doctorate in Education (EdD) has been a degree fraught with confusion as to its purpose and distinction from the PhD. In response to this, the Carnegie Project on the Education Doctorate (CPED), a collaborative project consisting of 80+ schools of education located in the United States, Canada, and New Zealand were established to undertake a critical examination of the EdD and develop it into the degree of choice for educators who want to generate knowledge and scholarship about practice or related policies and steward the education profession. However, programmatic changes in higher education can bring both benefits and challenges (Levine, 2005). This chapter explains: the origins of the education doctorate; how CPED as a network of partners has changed the EdD; the use of bi-annual Convenings as spaces for this work; CPED’s three phases of membership that have built the network; CPED’s path forward.