case studies to teach product development lifecycle including customer needidentification, concept generation, concept development, scope expansion, and business plan.The assignment for students was to develop an abstract idea into a one-page product concept andenter into an idea to product competition.A freshman introduction to engineering course [6] spreading over two semesters incorporatedKEEN learning outcomes into multiple well-defined design/build/test team projects, individualhomework assignments, active collaborative learning modules, and presentations.Entrepreneurially minded learning was introduced in a two-course sequence spanning the entirefirst year [7]. During the first semester, artificial budget requirements were built into
understand the real economic and socialimpact of engineering in this century. Another target goal to be achieved is to foster among themthe entrepreneurial mind to pursue other opportunities than finding a job in a company [6]. For theuniversity the final goal is to attract more students and enlarge the number of students inengineering programs. Besides this, by law, universities should provide services to thecommunity, what serves for both student’s practical period and society access to consultancy inengineering that is very expensive otherwise. For the City Hall, this is another community servicefunded by federal government, which could be turned into votes for future elections.Project statusThe groups and the director of the project are doing
. 3. Besterfield-Sacre, M., Ozaltin, N. O, Shartrand, A., & Shuman, L. J. (2011). Understanding the technical entrepreneurship landscape in engineering education. Paper presented at the annual conference for the American Society of Engineering Education, Vancouver, B.C. 4. Reid, K. & Ferguson, D. M. (2011). Enhancing the entrepreneurial mindset of freshman engineers. Paper presented at the annual conference for the American Society of Engineering Education, Vancouver, B.C. 5. Bilén, S. G., Kisenwether, E. C., Rzasa, S. E., & Wise, J. C. (2005). Developing and Assessing Students’ Entrepreneurial Skills and Mind-Set. Journal of Engineering Education. 94(2): 233-243. 6. Ohland, M. W
AC 2011-2443: INCORPORATING ENTREPRENEURSHIP INTO MECHAN-ICAL ENGINEERING AUTOMOTIVE COURSES: TWO CASE STUDIESGregory W. Davis, Kettering University Dr. Gregory W. Davis is a Professor of Mechanical Engineering at Kettering University, formerly known as GMI Engineering & Management Institute. Acting in this capacity, he teaches courses in the Auto- motive and Thermal Science disciplines. He also serves a Director of the Advanced Engine Research Laboratory, where he conducts research in alternative fuels and engines. Currently, Greg serves as the faculty advisor for one of the largest Student Chapters of the Society of Automotive Engineers(SAE) and the Clean Snowmobile Challenge Project. Greg is also active on
at a brain-surgery level of detail, but rather from the perspective of immediate application outside of medicine and inside of engineering education. • Suggesting ways in which faculty can use that “Neuroscience 101” knowledge to help students, mostly at the advising level, study smarter – be more effective and efficient. • Presenting examples, reinforced with exercises, of whole-brain tools discovered by the author. These methods engage both cranial hemispheres and the conscious and subconscious minds and enable students to be more creative, innovative, and entrepreneurial.The words creative and innovative have already been used and will appear again in thispaper, along with create and
Paper ID #11487Developing Entrepreneurial Thinking in Engineering Students by UtilizingIntegrated Online ModulesDr. Ronald S Harichandran P.E., University of New Haven Ron Harichandran is Dean of the Tagliatela College of Engineering and is the PI of the grant entitled Developing Entrepreneurial Thinking in Engineering Students by Utilizing Integrated Online Modules and a Leadership Cohort. Through this grant entrepreneurial thinking will be integrated into courses spanning all four years in seven ABET accredited engineering and computer science BS programs.Dr. Maria-Isabel Carnasciali, University of New Haven Maria-Isabel
Generation. Journal of Mechanical Design, 136(5), 051009. http://doi.org/10.1115/1.40269516. Svihla, V., Petrosino, A. J., & Diller, K. R. (2012). Learning to Design: Authenticity, Negotiation, and Innovation. International Journal of Engineering Education, 28(4), 782.7. Fila, N. D., Purzer, Ş., & Fernandez, T. M. (Under review). How engineering students characterize their innovative design experiences.8. Vygotsky, L. S. (1978). Mind in Society: The development of Higher Psychological Processes. (M. Cole, V. John-Steiner, S. Scrbner, & E. Souberman, Eds.). Cambridge, MA: Harvard University Press.9. Rogers, E.M. (2003). Diffusion of innovations (5th ed.). New York, NY: Free Press.10. Amabile, T. M
KernEntrepreneurial Engineering Network (KEEN) [1]. As these efforts strengthen, approaches toassess the entrepreneurial mindset have also been developed. A popular approach is the use ofsurvey instruments. Lichtenstein and Zappe [2] reviewed 22 instruments developed to assessentrepreneurial mindset.We have developed a rigorously validated assessment instrument to explore the entrepreneurialmindset of engineering and computer science students [3], [4]. This instrument was developedbased on a framework in which an entrepreneurially minded engineer is defined as one whopossesses curiosity about our changing world, habitually makes connections to gain insight frommany sources of information, and focuses on creating value for others. The italicized words
Entrepreneurial Skills and Mind-Set,” Journal of Engineering Education, 94 (2), 2005, pp. 233-243.(4) Creed, C., E. Suuberg, and G. Crawford, “Engineering Entrepreneurship: An Example of A Paradigm Shift,” Journal of Engineering Education, 91 (2), 2002, pp. 185-195.(5) Standish-Kuon, T. and M. Price, “Introducing Engineering and Science Students to Entrepreneurship: Page 12.632.14 Models and Influential Factors at Six American Universities,” Journal of Engineering Education, 91 (1), 2002, pp. 33-39.(6) Johnson, M., “Engineering Entrepreneurship: Does Entrepreneurship Have a Role in Engineering Education?,” IEEE Antennas and Propagation
AC 2007-2804: ENTREPRENEURIAL LEADERSHIP AND TRANSFORMATIONALCHANGEBarbara Karanian, Wentworth Institute of Technology Page 12.680.1© American Society for Engineering Education, 2007 Entrepreneurial Leadership: A Balancing Act in Engineering and ScienceAbstractBuilding on previous work, “Entrepreneurial Leadership, Gender and Teams,” multipleparticipants representative of private, public and academic settings were interviewed to uncoverthe unique features of the entrepreneurial leader in the engineering and science context. Onecentral question organized the current work. If the entrepreneur gets everyone excited and theleader
Education Lab advised by Prof. Sheri Sheppard. Her work focuses on fostering mindful awareness, empathy and curiosity in engineering students. Beth completed a BS in Aerospace Engineering from the University of Virginia in 2010 and a MS in Mechanical Engineering from Stanford in 2012.Dr. Tua A. Bj¨orklund Dr. Bj¨orklund focuses on supporting idea development efforts in product design, entrepreneurship and teaching in higher education. She has been a part of creating the Aalto University Design Factory, an experimentation platform for students, teachers, researchers and practitioners in Finland. Currently Dr. Bj¨orklund is a visiting Fulbright scholar at Stanford University, working at the Center for Design Research
and influential authors with historical developments that might have motivated them.As Philip Wiener put it in his preface to his five-volume Dictionary of the History of Ideas:Studies of Selected Pivotal Ideas (1973), “the historian of ideas makes his [sic] particularcontribution to knowledge by tracing the cultural roots and ramifications of the specializedconcerns of the mind” (p. vii).Search engines such as Google Scholar and databases of publications have made the quantitativeanalysis of large bodies of texts far less labor-intensive than it was in the days of card cataloguesand print bibliographic resources. Although it is possible to do sophisticated assessments of theimpact of publications, for this initial analysis we used
and spray physics. Page 26.69.1 c American Society for Engineering Education, 2015 A Module to Introduce the Entrepreneurial Mindset into Thermodynamics - a Core Mechanical Engineering CourseAbstractThe work proposed here consists of an educational module designed for thermodynamics (a coreMechanical Engineering course) that promotes entrepreneurially-minded problem-solving bylinking the application of theory with economic and environmental costs. It was designedspecifically to provide students with a hands-on approach to learning, while giving themexposure to integrating
M.S. in Clinical Behavioral Psychology from Eastern Michigan University. He conducts research on a Strengths, Opportunities, Aspirations, and Results (SOAR)-based approach to strategic thinking, teamwork, and coaching. He is also interested in the neuroscience of mindfulness and strategic thinking. Consulting con- tracts include state and international organizations to provide coaching and workshops on the application of diversity, SOAR-based strategy, and teamwork to strategic planning, and organization development and change. American c Society for Engineering Education, 2020A Mixed-Method Longitudinal Study of Entrepreneurial Mindset in an
Paper ID #16209Igniting Creativity and Innovation in Engineering Students: The Case forTechnology and Society Courses in Engineering CurriculaDr. Sandy Chang, University of Calgary Dr. Chang’s current research interests lie in the areas of engineering education and international develop- ment. In particular, she is interested in ways to support and enhance diversity in the engineering student population, as well as curriculum development to best prepare students to meet the needs of the green economy. As an extension, she is also exploring ways to engage students in the social side of engineering through community
Paper ID #30805Integrating Innovation Curriculum: Measuring Student Innovation toAssess Course and Program EffectivenessDr. Karl D. Schubert FIET, University of Arkansas Dr. Karl D. Schubert is a Professor of Practice and Director of Research for Innovation and Data Science Initiatives for the College of Engineering and the Sam M. Walton College of Business in the College of Engineering at the University of Arkansas. His academic research focuses on providing Innovation programs for STEM education; and, student, faculty and industry innovation engagement. Schubert also serves as a consultant specializing in innovation
American Society for Engineering Education, 2020 B-Fab: Cultivating Student Learning in the Makerspace through Faculty DevelopmentMakerspaces offer broad opportunities for including entrepreneurial activities, physicalprototypes, and demonstrations in an array of courses and co-curricular activities than waspreviously possible. It can be intimidating, however, for those who are typically in aninstructional role to adopt the role of learner and get themselves trained in the makerspace.Faculty may also be unfamiliar with the appropriate pedagogies for assigning student work in themakerspace, which tend to be active, inductive, and student centered, such as entrepreneurially-minded learning (EML) and problem/project
has a Bachelors, Masters and Ph.D. in Industrial Engineering. Page 25.1303.1 c American Society for Engineering Education, 2012 The Helping Hands Dense Network – A Collaboration Across Multiple UniversitiesInspired by the Kern Entrepreneurship Education Network’s (KEEN) mission of educating a newtype of entrepreneurially minded engineer who will ―catalyze a transformation in the workforceand build economic and technical commerce in their communities,‖1 four member universities ofthe KEEN joined together to form the Helping Hands Dense Network (HHDN) with a three-yearplan of work that: Leverages
peers for 10 points per case study. The 10 points were distributed as 1) content (5pts), 2) originality (3 pts), and 3) presentation quality (2 pts). The grades for individual students werethen averaged based on the points they were assigned by their peers. The project grade was decided bythe instructor based on the final presentation and the feedback from open-house attendees.a. Weekly presentations on social innovation case studies 40%b. Project 40 %c. Reflections, mind maps 10%d. Class participation 10 %Figure 3: Highlights of a project report3. Lessons learned: Engineering, globalization, leadership3.1 Learning from the in-class discussion:3.1.1 Attributes of social innovations and frugal engineering -Through the continued interactive
evidence of entrepreneurial mindsetgrowth within freshmen and upper level students’ ePortfolios.IntroductionIn order to foster entrepreneurial mindset development throughout the undergraduate experience,Wallace H. Coulter Department of Biomedical Engineering at Georgia Tech has created avertically integrated portfolio process centered around entrepreneurial mindset, reflection, andstories. The goal of this work is to empower students to tell the story of their growth intoentrepreneurially minded engineers. Through connecting, reflecting upon, and constructing theirunique stories, students begin to see themselves as engineers who have developed and willcontinue to develop an entrepreneurial mindset to create value for others. The purpose of
and InnovationKeywords: Innovation, Cognitive Science, Engineering Education, Technology Education,Research1. IntroductionThis paper addresses an observed shortcoming of university efforts towards innovation –particularly at land grant STEM-focused institutions. Specifically the observation is thatconsiderably more effort has been expended on actions towards the realization andcommercialization of ideas than has been invested in research on the actual ideation process,how it occurs in the minds of the ideators, as well as which conditions promote it. Thishypothesis is borne out by comparing university investments in ideation research to fundsappropriated for realization and commercialization.The synthesis presented in this paper focuses on
develops an entrepreneurial mindset as described by the KEEN framework.The overall strategy for incorporating entrepreneurial minded learning (EML) into the coreengineering curriculum may be seen in Figure 2. Part of this effort has been the modification ofthe first year engineering course sequence as described by Gerhart et al2. The logical next stepwas then to make curricular modifications that enhance the development of the entrepreneurialmindset in the sophomore year. Using KEEN funding, Lawrence Tech is taking this next stepthrough the development and institutionalization of a multidisciplinary, design studio course tobe taken during the second year of the engineering curriculum. This course builds on thefoundations of the first year and
AC 2010-398: IDEATION TO INNOVATION (I2I) WORKSHOPDaniel Raviv, Florida Atlantic UniversityDavid Barbe, University of Maryland Page 15.662.1© American Society for Engineering Education, 2010 Ideation to Innovation (I2I) Workshop Daniel Raviv Florida Atlantic University, Boca Raton, FL ravivd@fau.edu and David F. Barbe University of Maryland, College Park, MD dbarbe@umd.eduAbstract This paper describes an on-going
Paper ID #20567Setting the Foundations for International and Cross-disciplinary Innovation:The U.S.-Denmark Summer School ”Renewable Energy: In Practice”Dr. Tela Favaloro, University of California, Santa Cruz Tela Favaloro received a B.S. degree in Physics and a Ph.D. in Electrical Engineering from the Univer- sity of California, Santa Cruz. She is currently working to further the development and dissemination of alternative energy technology; as project manager of a green building design initiative and researcher with the Center for Sustainable Engineering and Power Systems. Her background is in the development of
Jing Guo, D.Eng., Keysight Technologies Kathy Kasley, Ph.D, Emeritus Professor, Pamela Phillips, Professor, Ce Yao, MSEE College of Engineering, Colorado Technical UniversityIntroductionThe key contribution for this paper is that two frameworks were used to apply systemengineering and further promote entrepreneurial-minded concepts for a capstone course at themaster’s level in electrical engineering. In addition, entrepreneurial-minded learning (EML)activities were implemented in several courses in electrical engineering and computerengineering based on the recent results in the undergraduate program. For this project,background and explanation of the frameworks are described in a capstone course for the
. Page 12.405.1© American Society for Engineering Education, 2007 Divergent/Convergent Creativity Working With Different Modes of Creative Thought in Interdisciplinary Settings.IntroductionCurrently, the Bachelor of Fine Arts degree in Industrial Design at _____________University ishoused and awarded by the College of Engineering and Technology. This came about in the Fallof 1999 when the Industrial Design program left the College of Fine Arts and Communications(where it had been for the 30 previous years) and moved to the newly formed School ofTechnology in the College of Engineering and Technology.Even before the move from the College of Fine Arts to the College of Engineering
University, where she is pursuing a degree in Sec- ondary Mathematics Education. Outside of class, she is an undergraduate researcher for the Department of Engineering Education and a math tutor for the Ohio State University’s Mathematics Department.Zachary Dix, The Ohio State UniversityMr. Nicholas Rees Sattele, The Ohio State University Nicholas is an Undergraduate Research Associate with The Ohio State Department of Engineering Ed- ucation. He is in the process of completing a B.S. in Computer Science and Engineering at Ohio State. His interests include incorporating Entrepreneurial Minded Learning into engineering coursework and interdisciplinary innovation.Dr. Krista M Kecskemety, The Ohio State University Krista
., Kruschwitz, N., Laur, J., & Schley, S. (2008). The necessary revolution: How individuals and organizations are working together to create a sustainable world. New York: Doubleday14. Ramsey, J. (n.d.). An integrated science and technology undergraduate curriculum. Unpublished manuscript. College of Integrated Science and Technology, James Madison University, Harrisonburg, VA.15. Fluellen, Jr., J. (2011, November 18-20). Preparing 21st Century minds: Using brain research to enhance cognitive skills for the future. Creating a nation of innovators: A brief report of the Learning & Brain Conference, Boston.16. Daly, S., Yilmaz, S., Christian, J., Seifert, C. & Gonzalez. (2012). Design heuristics in engineering concept
and we must listen to other suggestions and understand them. Only then can we ultimately choose which the best idea is.Being open-minded was therefore a very important attitude to have during the design process formany of the students and was closely associated with generating creative ideas, acceptingfeedback, and listening intently.3. Working Effectively as a Team The ability to work effectively as a team was another core theme that emerged from thefreshmen engineering students’ reflections. Many reflections described the importance ofactively participating, being a team player, cooperating, distributing work, managing timeappropriately, supporting group members, and trusting group members. In a typical groupproject
traditional engineering curriculum: innovation and entrepreneurship. The prospective studentinnocently stated, “Why would I go to Colorado School of Mines? I want to be an entrepreneur”and the non-traditional student inquired about “courses that will make me be a better innovator”.It took one ambitious faculty member to hear these statements and to gather a team comprisingthree other like-minded faculty members who shared the belief that Colorado School of Mineshad an opportunity to positively change the innovation and entrepreneurship ecosystem at Theirinstitution. The quest for support began.Epicenter, started through Stanford University as a product of a NSF grant, launched a programcalled the Pathways to Innovation Program3 (“Pathways”) in 2014