their unique strengths and how to leverage them for their advocacy, helping to make their efforts more impactful and less prone to burnout. Employ the “Social Change Ecosystem Map” developed by Iyer, which outlines ten distinct, non-hierarchical, interconnected roles [18]. 3. Balance reflection and action: Emphasize the importance of maintaining a “praxis” as discussed by Paulo Freire [8]. Reflection promotes learning about all aspects of our focus and our strengths to inform our perspectives and paths forward and assessing our impact. Action is about applying our knowledge, strength, and passion to enact change within our world. 4. Feel joy and love along the way: Recognize
general (e.g. high interest rates, inflation, volatility of exchange rates, etc.) will have a negative effect on innovation and technology diffusion. Compared to alternative business strategies, other factors reduce the attractiveness and feasibility of innovation: a financial sector unable to assess innovative projects, weak protection of intellectual property which reduces the rewards for creativity, regulations which increase risks and costs of commercialization of innovative products or processes, etc.”4) Innovation increasingly relies on effective interaction between the engineering base in industry and directed scientific research at universities. “Innovation results from complex interactions between research, design
the rationale for the requirements. We also identified (but did not analyze) courseswith a humanistic focus that make an explicit connection to engineering, science, or technology,including but not limited to science, technology, and society (STS) courses. The basic approachof our study was to construct a preliminary set of themes based on the mission and visionstatements, determine the prevalence of those themes in each institution, and assess the extent towhich the curricular requirements of each school correlated with those themes. 5Results: Pervasive Themes in the Mission Statements of the Eleven Schools in Our StudyEight pervasive themes
mechanism, children described what they noticed, made a prediction about theoutput that would result from a given input, gave a rationale for that prediction, saw the result ofa given input, and explained again, if necessary, the rationale for the observed motion. Forpaired mechanisms, children described how the mechanisms were the same and different and insome cases why that matter for the motion observed. Children built and inscribed one of theexisting mechanisms, B1. Last, children responded to five assessment items and then designedand constructed a MechAnimation. These last activities are not included in the current analysis.A sample portion of the interview protocol is included in Appendix A. Initial noticing. Children saw a pegboard
. Bullard, R. M. Felder, C. J. Finelli, R. A.Layton, H. R. Pomeranz, and D. G. Schmucker, "The Comprehensive Assessment of TeamMember Effectiveness: Development of a Behaviorally Anchored Rating Scale for Self-and PeerEvaluation," Academy of Management Learning & Education, vol. 11, no. 4, pp. 609-630, 2012,doi: 10.5465/amle.2010.0177.[14] V. Smil, Enriching the earth: Fritz Haber, Carl Bosch, and the transformation of world foodproduction. Cambridge, MA, USA: MIT Press, 2004.[15] T. Hager, The Alchemy of Air: A Jewish Genius, a Doomed Tycoon, and the ScientificDiscovery That Fed the World but Fueled the Rise of Hitler. New York, NY, USA: Three RiversPress, 2008.[16] M. Sittig, Fertilizer Industry: Processes, Pollution Control, and Energy
disseminated multiple resources to guide the operation ofsearch committees. Recruitment workshops and resources emphasize the importance of careful – i.e.,thoughtful, informed and not hasty – evaluation, interviewing, and selection of candidates fortenure-track faculty positions. Specifically, workshops and resources encourage searchcommittees, search chairs and department chairs to, for example: make ample time to meet andmake decisions about hiring; recruit from a high-quality, diverse pool of candidates; fairlyevaluate those candidates (e.g., using rubrics to guide this assessment); and use best practices ininterview techniques (e.g., learning what can and cannot be asked). Impacting all of these aspects of faculty recruitment is a