management and entrepreneurial mindset. Technical knowledge isintertwined in the course through labs and projects, including Computer-Aided Design (CAD),3D printing and Arduino programming. The course adopts a flipped classroom approach [14].Most of the lecture time is dedicated to team discussion and groupwork. Labs are mainly usedfor hands-on prototyping and project building.Most students enrolled in this course are from aerospace engineering, chemical engineering,electrical engineering and mechanical engineering, along with a few students from other majorssuch as computer science and material science. Students work in multidisciplinary teams in bothlecture and lab throughout the semester. Two multidisciplinary team design projects are used.During
serves as the Chief Technical Officer of Osazda Energy LLC, a startup company based on his intellectual property generated at UNM. Prior to his entrepreneurial venture, Dr. Han served as the main campus faculty member of the STC.UNM Board of Directors from 2015 to 2016.Dr. Jamie Gomez, University of New Mexico Jamie Gomez, Ph.D., is a Senior Lecturer III in the department of Chemical & Biological Engineering (CBE) at the University of New Mexico. She is a co- principal investigator for the following National Science Foundation (NSF) funded projects: Professional Formation of Engineers: Research Initiation in Engineering Formation (PFE: RIEF) - Using Digital Badging and Design Challenge Modules to Develop
ofentrepreneurship, with alumni comparing their AB engineering classes to the BS engineeringscience classes they took: “The BS courses were more academically rigorous, while the ABcourses involved more creativity and independent problem-solving.” Alumni also described aparticular entrepreneurial mindset cultivated by the program: “There are two kinds of creativity, the Einstein version to see something in nothing; few of us have that ability, certainly not I, and the creativity that comes from seeing how things in one place can become something else in a different place, a different market, a different use, a new service or product. This kind of creativity requires
connection to oneanother, combined with their lifelong exposure to crisis after crisis has shaped them into big-picture thinkers with compassionate hearts [5]. Though it is tempting to assume this cohortwould be more involved in volunteerism and engagement on campus, the reality is they are farless likely than the Millennials before them to volunteer and engage in extra-curriculars. Theone-off events and experiences that were so popular with Millennials are often seen assuperfluous to much of Gen Z, whose members would rather use their entrepreneurial, we-centric mindsets to address root problems at their source [5]. Furthermore, one-off events do notoffer authentic relationships to be built over time, a major source of gratification to Gen
bachelor’s degree in physics and mathematics from the University of Wisconsin, Eau Claire; a Master of Science in Metallurgical Engineering and PhD in metallurgy from the University of Minnesota; and an MBA from the University of St. Thomas. Prior to joining the University of St. Thomas, Bennett held executive positions in industry for more than 20 years, working at BMC Industries, CPI (now Boston Scientific) and Teltech as well as in several entrepreneurial organizations. Bennett served as Executive Director of the Minnesota Center for Engineering and Man- ufacturing Excellence (MnCEME). His current focus is on webinars and workshops on leadership for engineers in industry and academia. Bennett has a variety of academic
problem/need of the potential customer. Defining Stating the identified need or problem of the potential customer. Ideating Generating ideas to address the need or problem Prototyping Implementing inexpensive, scaled back, representation of possible solutions to the need or problem Testing Presenting the prototype to potential customers to get feedback on its potential to address the identified need or problem.Design Thinking [11] is an iterative process where participants go through a five-stageprocess, shown in Table 3. The Lean Startup [12], shown in Table 4, approach is a methodfor launching entrepreneurial efforts in a more experiential way than traditional business
, giving students asense of the vibrant but stressful start-up atmosphere and presenting them with a new capstonedesign project (Badger). They gained insight into the Silicon Valley mindset: technical,entrepreneurial, agile, and heavily invested in start-ups. The challenge: students didn’t knowwhat to expect when they headed out, unlike in other senior design projects where the project hasalready been chosen beforehand. During the trip students and faculty met with the owner ofA&K Systems, a company which provides software for pest control in Sunnyvale, California.The CEO outlined a problem and proposed a project: find a way to keep Canadian geese off golfcourses.THE FRONT STORY: Introducing the Project and Recruiting StudentsMost lower-level
significance in a digitized environment within industries. There eight competencies arecreativity, entrepreneurial thinking, problem solving, conflict solving, decision making,analytical skills, research skills, and efficiency orientation. Although these authors claimed thatthey surveyed high qualified managers in transnational Automotive and Pharmaceuticalcompanies, it appears that their final categories of competencies are still based on traditional skillmodel proposed by Katz [23] with attention paid to new technology.From the perspective of employees, Hecklau, et al. [24] conducted a systematic review andexamined the impact of future technologies and ongoing digitization on the employees’competencies. Extracting main themes from 12 studies on
,will interim-level Team Roles that were neither high nor low (i.e., Coordinator, Team Worker,Completer-Finisher) in this analysis move into one of these high or low categories as the workand needs of the team progresses over time (and as the roles’ descriptions suggest)?When students’ self-perceptions were disaggregated by their leadership role on the team, theleaders ranked the Implementer Team Role highest on average. The Implementer (IM) TeamRole is characterized by an organizing ability, practical common sense, being hard-working andself-disciplined. These skills and mindsets are important for a leader of a VIP DesignCompetition Team, which can be a demanding activity. VIP team members’ self-perceptions oftheir Team Role were, on average
, social responsibility, ethics, and diversity.Dr. Chris Swan, Tufts University Chris Swan is Dean of Undergraduate Education for the School of Engineering and an associate pro- fessor in the Civil and Environmental Engineering department at Tufts University. He has additional appointments in the Jonathan M. Tisch College of Civic Life and the Center for Engineering Education and Outreach at Tufts. His current engineering education research interests focus on community engage- ment, service-based projects and examining whether an entrepreneurial mindset can be used to further engineering education innovations. He also does research on the development of sustainable materials management (SMM) strategies.Dr. Daniel
, engineering stu- dent career pathways, and engagement of engineering faculty in engineering education research. She was awarded a CAREER award from the National Science Foundation for her research on undergraduate mental health in engineering programs. Before joining UIUC she completed a post-doctoral fellowship at Sanofi Oncology in Cambridge, MA. She earned a bachelor’s degree in biological engineering from Cornell University and a Ph.D. in biomedical engineering from the University of Virginia.Dr. Gary Lichtenstein, Arizona State University Gary Lichtenstein, Ed.D., Director of Program Effectiveness for the Entrepreneurial Mindset initiative at the Ira A. Fulton Schools of Engineering at Arizona State University. He is
of engineering education, mental health and social justice, Dr. Coley’s primary research interest focuses on virtual reality as a tool for developing empathetic and in- clusive mindsets among engineering faculty. She is also interested in hidden populations in engineering education and innovation for more inclusive pedagogies.Ms. Yue Liu, Arizona State University Yue Liu is a doctoral student in the Engineering Education Systems and Design program at Arizona State University. American c Society for Engineering Education, 2021 Promising practices that promote inclusivity at University- affiliated makerspaces within schools of engineering
finishing the game. Currently, they havea physical studio set up in Sweden.In fact, the behaviors inspired by the need to complete a game have previously inspired a study onsuch positive aspects which may readily be translated to educational games. Steinkuehler &Duncan [28] investigated the mindset of Engineers playing learning games, conducting acomprehensive study based on the game World of Warcraft (WoW). The study provides a veryuseful result into how games incorporate habits which could also be translated to scientific habitsbenefitting users (Table 1). Some of these scientific habits include social knowledge construction,building on others’ ideas, usage of counterarguments, usage of data and evidence, understandingfeedback, model based
engineering in helping studentsuse their knowledge to create something:“Design is the core of engineering. So the purpose of an engineer is to use a knowledge of mathand science technical knowledge to create some new product or service that someone is willingto buy so that adds value to society.”When this instructor was asked specifically about the role of design in engineering science, noclear distinction was made:“If you believe that engineering science is an engineering program, then, I think talking aboutengineering design is absolutely fundamental and again I talked earlier about a shift from theidea that we’re creating academics […] to (creating) people that may be doing a lot moreentrepreneurial work […] The are all very entrepreneurial now
reports simply called for even more modernengineers.Figure 1: A visual depiction of new competencies needed by engineers upon review of theGrinter Report (1995) and the Vision of the Engineer of 2020 Reports (2004 and 2005).Even from an accreditation perspective, in 1997, ABET released Engineering Criteria 2000which made it clear that engineering education needed to include these global, societal,economic, and environmental mindsets in future engineers [4]. The incorporation of what arecommonly termed “soft skills” in engineering curriculum, including teamwork, communication,ethics, and social consciousness, were soon considered a necessity. Engineering coursework hadalready garnered a reputation as being content-heavy, so innovative and unique
Paper ID #33454Organizational Citizenship Behavior and Care in Chemical EngineeringMrs. Kristen Ferris, University of New Mexico Kristen Ferris is a student in the Organization, Information, and Learning Sciences program at the Uni- versity of New Mexico. Her research interests include faculty mindset change, change management, and organizational citizenship behavior. Much of her research is part of a National Science Foundation grant at UNM where the chemical and biological engineering department is redesigning curriculum to support diverse student retention and graduation. She intends to further her knowledge in the
complex systems has the potential to originate a transdisciplinarytheory and to merge chemistry with other disciplines. In addition, Gentili concluded thatinterdisciplinary courses on complex systems can help new generations facing 21st centurychallenges to mold interdisciplinary mindsets with enhanced aptitudes to observe, analyze, judgeand summarize.The importance of the aforementioned aptitudes has also been recognized by Matthews et al.,who identified the Paul-Elder model of critical thinking as the ideal pedagogical framework incoursework designed to help graduate students comprehend and act on the literature, as well asdevelop independence of thought, writing skills, and speaking skills. Indeed, these authors havedescribed coursework
of K-12, program evaluation and teamwork practices in engineering education. His current duties include assessment, team development, outreach and education research for DC Col- orado’s hands-on initiatives.Dr. Chris Swan, Tufts University Chris Swan is Dean of Undergraduate Education for the School of Engineering and an associate pro- fessor in the Civil and Environmental Engineering department at Tufts University. He has additional appointments in the Jonathan M. Tisch College of Civic Life and the Center for Engineering Education and Outreach at Tufts. His current engineering education research interests focus on community engage- ment, service-based projects and examining whether an entrepreneurial mindset can
Engineering and an associate pro- fessor in the Civil and Environmental Engineering department at Tufts University. He has additional appointments in the Jonathan M. Tisch College of Civic Life and the Center for Engineering Education and Outreach at Tufts. His current engineering education research interests focus on community engage- ment, service-based projects and examining whether an entrepreneurial mindset can be used to further engineering education innovations. He also does research on the development of sustainable materials management (SMM) strategies.Dr. Daniel Knight, University of Colorado Boulder Daniel W. Knight is the Program Assessment and Research Associate at Design Center (DC) Colorado in CU’s
private firms and engineers who are entrepreneurial and trying to create new things. I don't think we can, but this is getting to something bigger, but the crisis with climate change is too big for us to wait for politicians to lead the charge, and engineers are a big part of the private industry that can put us on the right path. That was my problem with that statement. (00:46:23)Dakota responded that, “you don’t hire an engineer to pass a law, you hire an engineer toaccomplish a task, and it’s not the engineer’s responsibility to decide if it’s right or wrong, theywere hired to do a job” (00:47:06). Cleopatra replied, “…for each individual engineer as ahuman being with a life's work to think about, what do you want to
engineering education. His current duties include assessment, team development, outreach and education research for DC Col- orado’s hands-on initiatives.Dr. Chris Swan, Tufts University Chris Swan is Dean of Undergraduate Education for the School of Engineering and an associate pro- fessor in the Civil and Environmental Engineering department at Tufts University. He has additional appointments in the Jonathan M. Tisch College of Civic Life and the Center for Engineering Education and Outreach at Tufts. His current engineering education research interests focus on community engage- ment, service-based projects and examining whether an entrepreneurial mindset can be used to further engineering education innovations. He