Research Assistants. American c Society for Engineering Education, 2021 How well can Makerspaces build an Entrepreneurial Mindset?1. IntroductionIn this paper, we explore if makerspaces can contribute to student development of anentrepreneurial mindset. Makerspaces take prior implementations of hands-on engineering, suchas machine and wood shops, and push a step further to have complete digital tools available toassist with the common goal of creating a final product or solving problems. Often integratedthrough coursework, students usually have access to tools and a maker community both in andout of the classroom. They also allows students to unleash creative potential and
not for profit boards. His interests include the integration of faith in all types and aspects of business including engineering and architecture, and the use of business in international community development.Tyler Scott Helmus, Calvin College TYLER S. HELMUS is a student currently enrolled in Calvin College’s engineering program. He expects to graduate in 2012 and hopes to attend graduate school after. research interests include robotics and control systems.Steven H. VanderLeest, Calvin College STEVEN H. VANDERLEEST is a Professor of Engineering at Calvin College, Vice-President of Re- search & Development at DornerWorks, Ltd., and partner at squishLogic LLC. He obtained the M.S.E.E. from Michigan
at The University of Texas at El Paso, Dr. Meagan R. Kendall is helping develop a new Engineering Leadership Program to enable students to bridge the gap between traditional engineer- ing education and what they will really experience in industry. With a background in both engineering education and design thinking, her research focuses on how Hispanic students develop an identity as an engineer, methods for enhancing student motivation, and methods for involving students in curriculum development and teaching through Peer Designed Instruction.Dr. David G. Novick, University of Texas at El Paso David G. Novick, Mike Loya Distinguished Chair in Engineering and Professor of Engineering Education and Leadership
publication to publication, we defineentrepreneurs as individuals with the skills necessary to explore and develop new product ideasand leaders as those with the ability to guide a group of people to the accomplishment of a task.Regardless of variations in how both of these terms are defined, a common thread among what isnecessary to be an entrepreneur or a leader is the ability to work effectively with others in orderto solve problems. In this paper, we discuss the implementation and assessment of a LeadershipAcademy that aims to build communication, teamwork and problem solving skills inundergraduate students at a technical university. The academy is part of a larger, entrepreneurial-focused program run through the Kern Entrepreneurial Engineering
, each E-Scholar class of about 20students is made up of approximately 55% Business majors with the balance being from Collegeof Arts and Sciences, Engineering, Nursing, and Education. In recent years, a more intentionaleffort to recruit non-Business majors has resulted in less than 50% Business majors in theprogram. The diversity of majors in each E-Scholar class adds to the variety and richness of theideas students in the program develop and in many cases implement.Business Plan CompetitionThe CLEI offers a co-curricular opportunity for all students, and even community members, tocompete in a $100K Challenge Venture Competition. The competition is no mere ‘beautycontest’ awarding cash prizes to winners. Rather, it provides an opportunity for
learning the skills and knowledge aligned with the profession and connecting to professional roles or aspects thereof. In this study, we understood engagement with professional activities to be the coursework, group projects, internships, co-op experiences, and extracurricular design projects, among other experiences, in which these students engaged in what they considered to be innovation. • Developing social networks – This refers to building communities of others engaged in the professional and understanding one’s place in that network of peers. We understood these students’ social networks to be those individuals (e.g., students, engineers, instructors, etc.) with whom they interacted in the
university is smaller, primarily undergraduate, private university, while the second is alarge, research-intensive, public university. Both universities have extensive entrepreneurialprograms available to engineering students.Using an IRB approved protocol students were recruited for the study via emails from theirdepartments and faculty. The study was designed to collect similar samples from each university,in terms of number of interviews conducted, gender, and whether they had exposure toentrepreneurship education or not. Those who had completed either academic credentials orsignificant coursework in entrepreneurship were classified as ‘entrepreneurial’ based on datacollected through a demographic survey, prior to the start of the interview.In
Southern California and B.S. in Electronics and Communication Engineering from India.Dr. Aileen Huang-Saad, University of Michigan Aileen is faculty in Engineering Education and Biomedical Engineering. Previously, Aileen was the Associate Director for Academics in the Center for Entrepreneurship and was responsible for building the Program in Entrepreneurship for UM undergraduates, co-developing the masters level entrepreneur- ship program, and launching the biomedical engineering graduate design program. Aileen has received a number of awards for her teaching, including the Thomas M. Sawyer, Jr. Teaching Award, the UM ASEE Outstanding Professor Award and the Teaching with Sakai Innovation Award. Prior to joining the
development of engineers that exhibit an“entrepreneurial mindset coupled with engineering thought and action expressed throughcollaboration and communication and founded on character.” [1] In support of this, KEEN hascreated a framework of student outcomes and example behaviors that may be used to inform thedesign of programs seeking to develop an entrepreneurial mindset. These outcomes andbehaviors are centered around what KEEN calls The 3 C’s - curiosity, connections, and creatingvalue. Specific example behaviors of curiosity, connections, and creating value as described bythe KEEN framework may be seen in Figure 1 [1] and it is through this lens that we haveincorporated entrepreneurially minded learning into our undergraduate curriculum. Fostering
-disciplinary design space at University of Colorado Boulder. She is also the Design Center Colorado Director of Undergraduate Pro- grams and a Senior Instructor in the Department of Mechanical Engineering. She received B.S. and M.S degrees in mechanical engineering from The Ohio State University and a Ph.D. in mechanical engineering from the University of Colorado Boulder. Kotys-Schwartz has focused her research in engineering stu- dent learning, retention, and student identity development within the context of engineering design. She is currently investigating the impact of cultural norms in an engineering classroom context, performing comparative studies between engineering education and professional design practices
first-year coursework. c American Society for Engineering Education, 2020 Creating a Master “Entrepreneurial Mindset” Concept MapThe knowledge, skills, and attitudes associated with an entrepreneurial mindset (EM)continue to be debated within the entrepreneurship field. Although overlapping in theirproperties, there exist several definitions of what comprises an EM within engineering. Forinstance, as summarized in a recent review by Zappe [1], EM can range from a problem-solving approach applied within one’s life, to the associated skills and behaviors such asopportunity recognition, creativity, and risk mitigation that may be developed withinindividuals. Due to this range of definitions, it can be
new trend that hasthe potential to shift the future of education [1] through (1) digital, physical and logic tools, (2)community infrastructure and (3) the maker mindset, which is characterized as curious, playful,optimistic, persistent, resourceful and willing to take responsibility, take risks and shareinformation [2, p. 5]. These characteristics are similar to the engineering habits of mind [3]:systems thinking, creativity, optimism, collaboration, communication and attention to technicalconsiderations [4, p. 152].The maker movement also has the potential to respond to the calls for increased exposure in K-12 curriculum to sciences, technology, engineering and math (STEM) and hands-on and designexperiences in college level engineering
President for Academic Affairs at Purdue University. He is also a professor of mechanical engineering. Prior to this, he served as Dean of the Graduate College at University of Illinois at Urbana-Champaign and Edward William and Jane Marr Gutgsell Professor of Mechanical Science and Engineering (2009-2014) and on the faculty of mechanical engineering at University of Michigan (1989-2009). He has also served as Acting Director of the Division of Graduate Education and IGERT Program Director at NSF.Dr. Barbara Hug, University of Illinois, Urbana-Champaign Hug is a clinical associate professor with the Department of Curriculum and Instruction at UIUC. She is interested in developing and using curriculum materials that
developed as part of this initiative.The Need for the Creative Problem Solving CourseAt LTU and at most institutions, in the freshman year, all engineering students complete an“introduction to engineering” course. The course introduces the engineering design process,teamwork, and many design/build/test projects. These topics all cater toward problem solvingand creativity. In the junior year, the students are doing plenty of “real-world” engineering anddesign in their coursework which also promotes creativity and teamwork. Unfortunately, there isa gap in learning experiences that promote creativity, teamwork and engineering design duringthe sophomore year when students are busy taking general humanities, mathematics, science,computer applications