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Dean Linda Abriola, a different kind of
engineering school builds on new collaborations by Laura Ferguson See related story: An Invisible Threat
In 1973, when Linda Abriola entered Drexel University, she
decided to follow in her father’s footsteps and major
in engineering. But what seemed a practical decision held
a startling revelation. “I didn’t know that
women weren’t supposed to be engineers,” she
says, about discovering she was the lone woman in her classes.
Then, after an exam in engineering geology, her professor
approached with a question she has never forgotten. “He
said, ‘You’re not a Home Ec major, are you?’ He
had had few women in his classes. He thought I was just taking
it as an elective. I knew early on I was going to have to
prove that I could be an engineer, and it’s taken a
fair amount of stubbornness to get me where I wanted to go.”
Abriola’s story resonates with many women who have
challenged stereotypes as they built reputations in fields
traditionally dominated by men. For Abriola, it has been
a lifelong and passionate pursuit. She rose through the ranks
at the University of Michigan, and, now, as the first woman
dean of the Tufts University School of Engineering, she is
one of only about 15 women in the nation who serve in this
capacity. It’s a role to which Abriola
brings a perseverance that has stood her in good stead for
more than three decades.
“I’m excited to be here,” she says, in a
recent interview in her Anderson Hall office. “I didn’t
envision being a dean, but once I visited Tufts, I saw it
was a place where I had a lot of potential to make a difference.
I could see immediately that there were so many things I
could do.”
Indeed, that determination, combined with an ability to visualize
the next step for the Engineering School, made her an ideal
candidate to recruit. Diane Souvaine, professor and chair
in the Department of Computer Science, said the dean’s search
coincided with a year of strategic planning and external reviews
that called on Tufts Engineering “to devote increasing
energies to groundbreaking interdisciplinary research.” Abriola’s
credentials in engineering gave the search committee confidence
that she could fulfill such an ambitious mandate.
“An acclaimed researcher at the interface of chemical
engineering and civil and environmental engineering, and recently
elected to the National Academy of Engineering, Linda had also
been recognized at the University of Michigan for the quality
of her teaching and for her public service,” said Souvaine. “That
outstanding record, combined with her delight in her research
and enthusiasm for teaching, made her a perfect match for
Tufts.”
Jamshed Bharucha, provost and senior vice president, agrees. “Dean
Abriola has a brilliant record of achievement as an intellectual
leader,” he says. “She is already making her
mark on the university.”
Abriola’s vision is taking shape. With undergraduate
programs solidly established under former dean Ioannis N. Miaoulis,
she is focusing on graduate programs and advanced engineering
scholarship and research. It’s a direction that can be
best understood by looking at priorities that emerged not long
after Abriola arrived at Tufts in September 2003. As she and
department chairs scrutinized what would set Tufts apart, three
overarching themes brought together the school’s strengths
with those of the university.
The first, environmental sustainability, encompasses Tufts’ newest
interdisciplinary graduate program, Water: Systems, Science
and Society, or WSSS, as well as energy concerns and the built
environment. Tufts already has “some very interesting
work” going on regarding alternative energy materials,
such as fuel cells, and just this year inaugurated a new
lecture series in nanotechnology.
The second area focuses on the growing field of bioengineering.
Abriola anticipates collaborations across departments in Arts
and Sciences as well with the professional schools. There are
plans for building an integrated research building to foster
this intersection of disciplines.
And third, Abriola says Tufts is primed to be a leader in
engineering education innovation. The university already
has a reputation for innovation in pre-K–12 outreach initiatives. Abriola
envisions going further and making Tufts “a center for
educating engineers and non-engineers.” Again, linkages,
including departments of child development, psychology, and
education, are considered essential.
Abriola says many schools, such as Princeton, Duke, or Purdue,
are also focusing on similar areas. The question for Tufts
is simple: Can we pull it off? “I think we can be competitive,” she
replied, with characteristic assurance. “Tufts has
a unique combination of schools, so we have one of the best
chances of making a mark in education, of doing something
no one else can do. We have a chance to be a player.”
Abriola grew up outside Philadelphia in a close-knit Italian-American
home. Her father, a civil engineer, ran a construction company.
Her first love was music, and she was a violinist in the
Philadelphia Youth Orchestra. She took her dream of becoming
a classical violinist to an audition for Juilliard. She shakes
her head as she recalls that “big traumatic event.” “Everything
was supposed to be from memory,” she says. “My
memory just went. So I didn’t get in to Juilliard.”
At Drexel, she was soon hooked on geology and environmental
science, and took advanced classes in hydraulics. Eventually
she would end up studying a subject that combined all three—ground-water
contamination. “I think I was attracted to the complexity
of the natural environment and trying to understand it and
develop engineering solutions in the natural environment,” she
says.
She went on to earn a master’s and a PhD at Princeton,
where she was encouraged by her advisor, George Pinder, now
a professor at the University of Vermont, to investigate
chlorinated solvents—fluids used by dry cleaners. She
subsequently developed the first mathematical model that
described how organic liquid contaminants migrate in the
porous subsurface. This work, and her subsequent modeling
investigations, continue to be widely referenced in the literature.
Abriola emerged from graduate school with several job offers,
ultimately joining the faculty of the University of Michigan
in 1984. There, she was at first the only woman faculty member
in her department. “For a long time, it was isolating,” she
says, adding that she often felt she could not turn down
opportunities that demanded much of her discretionary time. “When
you’re a woman in a field that is male-dominated, you
get asked to do a lot of committee work because everybody
wants a woman on the committee for diversity,” she
says. “I did much more than my share of service when
I started out. You have to ask yourself the question: What
can I make of this opportunity? Am I just the token woman
or can I actually have an impact? And if you feel it’s
worthwhile, you do it.”
When Tufts called, Abriola wasn’t looking to become
an academic administrator. She had been a professor for 19
years. “I was proud of that because I was the first
woman in the school of engineering ever to hold a chair,” she
says. “But I was at the point where I thought I should
have proven myself. I thought I should have more influence.
And that put the bug in me to look around at other opportunities,
other chair professorships.”
In the spring of 2003, Abriola was persuaded to visit the
Tufts campus where she was impressed by a “diverse
and enthusiastic” search committee, as by the legacy
of former dean Ioannis N. Miaoulis; thanks to his efforts
to promote engineering among women, some 32 percent of Tufts
engineering students (approximately twice the national average)
are women.
Abriola also saw a school that had tripled the number of
women faculty and that has the highest number of women professors
and students in the history of the school; 16 percent of
the faculty (approximately four times the national average)
are female. In the effort to increase diversity in the school,
more than 80 percent of new faculty hired in the past five
years were from underrepresented groups.
The size of Tufts, she says, was also a selling point. Tufts
is among the smallest universities nationally ranked as a
Research Class 1 university. At the School of Engineering,
that scale fostered approachable staff and faculty, small
classes, and opportunities for project design and research. “It
seemed that the scale was such that I could make change and
effect change a lot more easily, I think, than at a huge
institution,” says Abriola. “I thought that I
could make this into the school that I would have wanted
to go to as an undergraduate.”
Her introduction also revealed a school with ambitious goals.
In 2000, the College of Engineering was changed to the School
of Engineering, a move described in the strategic plan as “a
significant transformation that made the School responsible
for both undergraduate and graduate engineering education.” It
also set the stage for “an expanded commitment” to
increase the school’s “worldwide visibility as
a prominent institution for advanced engineering education.” Toward
that end, the school endorsed its potential to partner with
many university-wide initiatives, including joint degree
programs with Arts and Sciences, the Fletcher School, and
the Schools of Medicine, Dental Medicine, Veterinary Medicine,
and the Friedman School of Nutrition Science and Policy.
In step with that new momentum, the school’s bricks
and mortar were scheduled for renovation, and new teaching
and research spaces were bringing new vitality as well.
Her daylong interview continued all the way to the top: President
Lawrence S. Bacow and Provost Jamshed Bharucha. Cautiously,
Abriola told them that while she was interested, she wasn’t
prepared to give up her research. She was “shocked “when
Bharucha said, “That’s exactly what we want.”
“This was a refreshing idea—that you can lead by
example,” says Abriola. “I felt like I shared their
values.”
Looking back, Abriola laughs when she remembers how she
thought combining her research and a deanship would be easy.
With some 60 faculty, the School of Engineering at Tufts
is tiny compared to that at the University of Michigan, where
it would be the equivalent of one department.
“It’s been a ride,” she says. “I didn’t
appreciate that Tufts does have six departments. The complexity
is enormous. I come from a state school that is very hierarchical.
Here it’s like a web. It’s been a challenge just
to sort out how things work. There are 13 degrees that our
school supports. There’s so much complexity.”
One thing Abriola didn’t have to worry about was attracting
talented students. Ninety-nine percent of the school’s
undergraduates—about 750 in all—graduate in four
years, “which is extraordinary,” says Abriola,
given that at many engineering schools, students need to
take longer. Undergraduate applications also have almost
doubled, while the average engineering school has seen a
15 percent decline in applications.
Another bragging right is zero net attrition: as many students
transfer from Arts and Sciences into Engineering as transfer
out of Engineering. “We may be the only one in the
country who can say that,” says Abriola. “The
schools are so closely connected it’s perceived as
a seamless experience. We also have a fantastic academic
dean, Kim Knox. She brings a personal interest to advising
and mentoring all of our undergraduates. And I think our
faculty are highly dedicated; there is an accessibility to
them that can be hard to find at a larger institution.”
One of her most significant gains to date has been in hiring
more exceptional faculty. The school most recently made seven
new hires—nine, including faculty brought onboard over
the past year and a half. “I’m really thrilled
with the quality of our new hires,” Abriola says. “What’s
really gratifying is that women candidates were the top choices
of their individual departments. I think we have a chance
to be a much more inclusive environment and actually build
a different sort of engineering school as a result.”
That “different sort” of engineering school extends
to introducing students to the pragmatic side of engineering.
Two new faculty were recruited directly from industry, and
the school also hired a professor of practice in structural
engineering. “That’s a new thing for Tufts,” says
Abriola. “We wanted to bring in an engineer who has
had great success and expertise and who wants to teach. This
faculty member was one of the chief engineers on Boston’s
Big Dig.”
Strategically, the school is also seeking to develop and
strengthen collaborations across the schools by hiring faculty
who can work in different settings, but, most important,
who also take teaching seriously. In recruiting for this
group, for instance, one new faculty member was drawn to
the classroom from the pharmaceutical company Wyeth, and
now holds an adjunct appointment at Tufts Medical School.
“I’ve been delighted to see that this message,
that we really care about teaching, sells well,” says
Abriola. “There’s a perception, I think incorrect,
that faculty interested in research aren’t interested
in teaching, and I want to dispel that. I have seen how that
has made a difference in recruiting top-notch faculty.”
In addition, the school is taking a close look at the undergraduate
curriculum. Abriola would like to streamline course offerings
and give students more flexibility in what has been a traditional
curriculum. She also seeks to incorporate internationalism
into coursework, as well as the values of team building and
communication.
There is still much work to do. There are pressing space
needs, for instance, that Abriola expects will be included
in the master plan for the Somerville/Medford campus. In
the long view, she envisions the school will have to grow
its full-time faculty by about 25 percent and more than double
its square footage. “We have to increase our space
and improve our infrastructure,” she says.
The School of Engineering does have, she says, the potential
to reach into areas of inquiry that build powerful collaborations
between disciplines, schools, and even other countries. Abriola
says Tufts can continue to expand its influence as it broadens
its reputation for research and scholarship. Still, she concedes
that people often don’t immediately think of engineering
when they think of Tufts, a name-recognition problem that’s
made particularly tough when MIT is four stops down the Red
Line.
“We have to do a better job of acquainting people with
the profile of Tufts and the Tufts engineer,” says Abriola. “Many
alumni hold leadership positions in their companies. Some of
them have gone on to work in law or business or as venture
capitalists. When you talk to them, they say they really value
their education as an engineer. It helped them learn how to
problem solve and to appreciate technical aspects of their
work. I want to build that image, that at the School of Engineering,
we’re educating leaders.”
The School of Engineering’s Strategic Plan for 2002–2007
may be found on the web at engineering.tufts.edu/strategy2002-2007.pdf.
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