This study explores the impact of learning coaches on innovation self-efficacy (ISE) in undergraduate and graduate biomedical engineering students within an innovation-based learning (IBL) program. Innovation self-efficacy, or the belief in one’s ability to successfully engage in innovation-related tasks, was measured using the Innovation Efficacy Scale as in Gerber et al., 2012. The study further studies how graduate students can act as learning coaches. This work examines whether the learning coaches’ guidance and support contribute to increasing innovation self-efficacy. The IES scale was modified to include role-specific items for students to rate how the coach and mentor contributed to their innovation self-efficacy.
Innovation-Based Learning (IBL) is an educational approach designed to foster innovation, particularly in science, technology, engineering, and mathematics (STEM) disciplines such as biomedical engineering. Unlike traditional project-based learning, IBL focuses on solving existing problems, identifying new challenges, and developing impactful solutions through complex, open-ended projects that require applying core engineering concepts while promoting creativity and critical thinking. This framework encourages collaboration, iterative development, and real-world application, helping students create value beyond the classroom. Through constant feedback and peer support, IBL cultivates an innovation-driven mindset and develops leadership skills.
Learning coaches take on two key roles: one-on-one coaches and project mentors. In the one-on-one role, learning coaches meet individually with each student for 20-30 minutes weekly, providing support and advice while facilitating thought-provoking conversations that encourage critical thinking and independent problem-solving. Rather than giving students direct answers, learning coaches help students build confidence in decision-making and engineering solutions. As project mentors, they attend weekly project team meetings to ensure that teams address real-world gaps, offer innovative solutions, and create meaningful impact. Both roles aim to enhance students' capabilities and autonomy in innovation through structured support and experiential learning. The surveys were conducted before participants started working with Learning Coaches and then again after one semester of coaching.
The analysis suggests a positive trend in students' innovation self-efficacy scores after one semester of working with Learning Coaches. Comparison of pre-and post-survey data indicates a consistent increase in innovation self-efficacy, with early results showing potential statistical significance. The program’s experiential learning and mentoring components may enhance students’ confidence in performing innovation-related tasks.
The findings show that adding learning coaching to IBL programs can help students tackle real-world challenges and lead innovation initiatives, leading to long-term professional and academic growth. Future work may include using learning analytics and educational data mining to analyze the impact of learning coaches more effectively.
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