Little did we know that we would be forced to do things differently because of a global pandemic when the idea for this special issue/section was developed in 2019! The Black Lives Matter movement in 2020 reinforced that action and not just talk is needed—we cannot continue to do things just because “we have always done it that way”. Effective change requires frequent, honest review and feedback, with revisions where needed to meet the desired outcome. All too often changes are made with the best intentions but result in unintended consequences (e.g., the cobra effect).

The articles in this special issue section cover a variety of topics. The first two papers^{[1, 2]} discuss the need for, and ways to achieve, inclusivity in the workplace. Diverse organizations are more successful, and male allyship can significantly advance culture change to reach equality for all underrepresented groups. The next four papers discuss moving past conventional teaching approaches and provide many ideas, including how polarity management maximizes team potential and leads to innovation^[3]; real-world examples and team-based test retakes promote student engagement and success^[4]; and open-ended laboratory problems^[5] and multi-disciplinary capstone projects,^[6] both with an industrial focus, promote learning and desirable engineering traits but require different course logistics. The final three papers discuss how to properly collect, analyze, and interpret data, not fear “failed” experiments, and avoid zombie ideas^[7]; the benefits and challenges of disseminating results through open science^[8]; and how to stimulate innovation in graduate students through open-ended exploration.^[9] These topics are complementary, and, though the manuscripts were written independently, you will see many common threads throughout the articles.

Thank you to all the authors who are clearly passionate about their work, as well as to the reviewers who provided thoughtful feedback. I would like to especially thank Prof. Suzanne Kresta for discussions and contributor recommendations in the development phase of this project. In the spirit of this special issue section, some articles reflect the personal perspectives of their authors and rely less on scientific evidence than traditional papers, but I hope that all the articles will encourage discussion, perhaps create some discomfort, and stimulate everyone to do things differently.

当这个特刊/部分的想法在 2019 年提出时，我们几乎不知道由于全球大流行，我们将被迫以不同的方式做事！2020 年的“黑人的命也是命”运动强调了需要采取行动而不仅仅是谈话——我们不能仅仅因为“我们一直这样做”就继续做事。有效的变革需要频繁、诚实的审查和反馈，并在需要时进行修订以达到预期的结果。改变往往是出于最好的意图，但会导致意想不到的后果（例如眼镜蛇效应）。

本期特刊部分的文章涵盖了各种主题。前两篇论文^{[ 1, 2 ]}讨论了工作场所包容性的必要性和实现方法。多元化的组织更成功，男性联盟可以显着推动文化变革，以实现所有代表性不足的群体的平等。接下来的四篇论文讨论超越传统教学方法并提供许多想法，包括极性管理如何最大化团队潜力并导致创新^{[ 3 ]}；真实世界的例子和基于团队的重考促进了学生的参与和成功^{[ 4 ]}；和开放式实验室问题^{[ 5 ]}和多学科顶点项目，^{[ 6 ]}都以工业为重点，促进学习和理想的工程特征，但需要不同的课程物流。最后三篇论文讨论了如何正确收集、分析和解释数据，不要害怕“失败”的实验，避免僵尸思想^{[ 7 ]}；通过开放科学传播结果的好处和挑战^{[ 8 ]}；以及如何通过开放式探索激发研究生的创新。^{[ 9 ]}这些主题是互补的，尽管手稿是独立编写的，但您会在整篇文章中看到许多共同点。

感谢所有显然对他们的工作充满热情的作者，以及提供深思熟虑的反馈的审稿人。我要特别感谢 Suzanne Kresta 教授在这个项目的开发阶段进行的讨论和贡献者的建议。本着本期特刊的精神，有些文章反映了作者的个人观点，比传统论文更少依赖科学证据，但我希望所有文章都能鼓励讨论，也许会制造一些不适，并激发大家做事不同。