University Innovation Fellows - User contributions [en]

Fellow:Elena Brindley

2014-09-29T22:15:36Z

Elena.brindley:

[[File:ElenaBrindley.jpeg|thumb|ElenaBrindley.jpeg]]Elena Brindley is a University Innovation Fellow at the University of Notre Dame. She is a senior Biology major with over 3 years of laboratory experience, and she serves as a student leader in various capacities. Her previous research experiences include a Summer Undergraduate Research Fellowship studying protein interactions and crystallization at Drexel University College of Medicine in the Department of Biochemistry and Molecular Biology, a Summer Scholars Fellowship studying neural crest cell migration at the Stowers Institute for Medical Research in Kansas City, MO, and Undergraduate Research examining mosquito vision and behavior at the University of Notre Dame in the Department of Biological Sciences, for which she was named a Hoffman scholar. 

Because of her passionate dedication to her school, she strives to promote involvement in many campus groups. She currently serves as Co-President of the Biology Club, enjoys singing the Voices of Faith Gospel Choir, and works on the student First Aid team. As a member of the Women's Rowing team, she also serves as a leader within the student athlete community and represents her team on the Student Athlete Advisory Council. As a result of her involvement and leadership on campus, she had the privilege of being awarded a Hipp-Beeler Scholarship in 2014. She is in the process of applying to M.D./Ph.D. programs and hopes to pursue a career in academic medicine with a focus on neurodegenerative diseases.

Currently, as a member of the University Innovation Fellows training program, she is collaborating with a team of fellow students to engage the entire campus in innovative thinking and promote entrepreneurship and creative problem-solving among students of all disciplines. She is very excited and honored to join the University Innovation Fellows team and is looking forward to promoting innovation on campus.

Fellow:Elena Brindley

2014-09-29T22:15:11Z

Elena.brindley:

[[File:ElenaBrindley.jpeg|thumb]]Elena Brindley is a University Innovation Fellow at the University of Notre Dame. She is a Biology major with over 3 years of laboratory experience and serves as a student leader in various capacities. Her previous research experiences include a Summer Undergraduate Research Fellowship studying protein interactions and crystallization at Drexel University College of Medicine in the Department of Biochemistry and Molecular Biology, a Summer Scholars Fellowship studying neural crest cell migration at the Stowers Institute for Medical Research in Kansas City, MO, and Undergraduate Research examining mosquito vision and behavior at the University of Notre Dame in the Department of Biological Sciences, for which she was named a Hoffman scholar. 

Because of her passionate dedication to her school, she strives to promote involvement in many campus groups. She currently serves as Co-President of the Biology Club, enjoys singing the Voices of Faith Gospel Choir, and works on the student First Aid team. As a member of the Women's Rowing team, she also serves as a leader within the student athlete community and represents her team on the Student Athlete Advisory Council. As a result of her involvement and leadership on campus, she had the privilege of being awarded a Hipp-Beeler Scholarship in 2014. She is in the process of applying to M.D./Ph.D. programs and hopes to pursue a career in academic medicine with a focus on neurodegenerative diseases.

Currently, as a member of the University Innovation Fellows training program, she is collaborating with a team of fellow students to engage the entire campus in innovative thinking and promote entrepreneurship and creative problem-solving among students of all disciplines. She is very excited and honored to join the University Innovation Fellows team and is looking forward to promoting innovation on campus.

Fellow:Elena Brindley

2014-09-29T19:51:52Z

Elena.brindley:

[[File:ElenaBrindley.jpeg|thumb|ElenaBrindley.jpeg]]Elena Brindley is a senior Biology student and undergraduate researcher at the University of Notre Dame. She has over 3 years of laboratory experience and serves as a student leader in various capacities. Her previous research experiences include a Summer Undergraduate Research Fellowship studying protein interactions and crystallization at Drexel University College of Medicine in the Department of Biochemistry and Molecular Biology, a Summer Scholars Fellowship studying neural crest cell migration at the Stowers Institute for Medical Research in Kansas City, MO, and Undergraduate Research examining mosquito vision and behavior at the University of Notre Dame in the Department of Biological Sciences, for which she was named a Hoffman scholar. 

Because of her passionate dedication to her school, she strives to promote involvement in many campus groups. She currently serves as Co-President of the Biology Club, enjoys singing the Voices of Faith Gospel Choir, and works on the student First Aid team. As a member of the Women's Rowing team, she also serves as a leader within the student athlete community and represents her team on the Student Athlete Advisory Council. As a result of her involvement and leadership on campus, she had the privilege of being awarded a Hipp-Beeler Scholarship in 2014. She is in the process of applying to M.D./Ph.D. programs and hopes to pursue a career in academic medicine with a focus on neurodegenerative diseases.

Currently, as a member of the University Innovation Fellows training program, she is collaborating with a team of fellow students to engage the entire campus in innovative thinking and promote entrepreneurship and creative problem-solving among students of all disciplines. She is very excited and honored to join the University Innovation Fellows team and is looking forward to promoting innovation on campus.

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:16:15Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>Establish at least one commonly utilized innovation space per College or discipline</li>
<li>Inspire new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:15:28Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>Establish at least one commonly utilized innovation space per College or discipline</li>
<li>Inspire new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:14:39Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>Establish at least one commonly utilized innovation space per College or discipline</li>
<li>Inspire new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:13:52Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>Establish at least one commonly utilized innovation space per College or discipline</li>
<li>Inspire new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:13:16Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>Establish at least one commonly utilized innovation space per College or discipline</li>
<li>Inspire new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:12:44Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb]]

We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb|Innovation spaces2.jpg]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb|Innovation spaces3.jpg]]

After gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>Establish at least one commonly utilized innovation space per College or discipline</li>
<li>Inspire new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:10:06Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb]]

We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb|Innovation spaces2.jpg]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb|Innovation spaces3.jpg]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:09:19Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:07:39Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:07:19Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:06:58Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:06:38Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:06:14Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:05:49Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T19:05:11Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

==== Three Goals to Achieve through Idea ====

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

==== 1-Year Vision ====

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

==== 3-year Vision ====

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T18:58:42Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of all departments, without disregard, by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

The deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

Three Goals to Achieve through Idea

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

1-Year Vision

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

3-year Vision

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T18:57:09Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines. 

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls erected between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one of the four Colleges. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of all departments, without disregard, by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

The deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

Three Goals to Achieve through Idea

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

1-Year Vision

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

3-year Vision

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T18:54:21Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of academic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communication, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiastic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own courseload and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills.

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls erected between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one of the four Colleges. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of all departments, without disregard, by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

The deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

Three Goals to Achieve through Idea

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

1-Year Vision

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

3-year Vision

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

Priorities:University of Notre Dame Student Priorities

2014-09-29T18:51:03Z

Elena.brindley:

[[File:ND.jpeg|thumb|ND.jpeg]]

== Overview ==

The first cohort of University Innovation Fellows from Notre Dame are completing the program at an opportune time shortly after the University announced a long-term plan to expand to the West Coast and Silicon Valley. Current Dean of the College of Science, Dr. Gregory Crawford, will be leading this initiative, which includes increasing California resident enrollment at Notre Dame, providing additional opportunities for internships and co-ops with start-ups in Silicon Valley, and enhancing Notre Dame's innovation culture to name a few. To take full advantage of this westward expansion, the culture on campus must be one that fuels innovation and creative thinking. The following ideas reflect campus needs as identified through student, faculty, and administrator interviews and surveys. 

== Council for Academic Leadership & Innovation (CALI) ==

The Council for Academic Leadership & Innovation (CALI) is a collaborative effort among students and faculty from all four Colleges at the University of Notre Dame. The council will represent departments and major clubs & organizations with students and dedicated faculty members. Representatives will work at the departmental, college, and university levels to encourage the wealth of acamedic opportunities on campus. CALI's long-term mission is to promote a campus culture of innovation as Notre Dame prepares to expand to the West Coast and Silicon Valley. In the short term, goals include creating a platform for communicaton, making the new Entrepreneurship Minor accessible to students from all colleges, and breaking down barriers to an interdisciplinary education. In accord with these goals, CALI will be housed in the Office of the Provost so as not to favor any one college over the others. If the acronym "CALI" brought to mind a culture of innovation and forward thinking, then you already have a sense of the purpose of this leadership structure.

=== Problem Addressed ===

Surveys of students and meetings with dozens of faculty and administrators throughout the UIF training made two things very clear to us: (1) We have many opportunities and resources dedicated to I&E, and (2) Few students and faculty outside the College of Business know about them or have access to them. CALI addresses the bigger picture of a "status-quo" campus culture beginning with improved communication and collaboration. At the end of the day, all students should have access to I&E resources. By housing CALI in the Office of the Provost, we will simultaneously promote collaboration and break down the barriers we have identified.

=== Implementation ===

CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all four colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.

=== Future Direction ===

The UIF surveys indicated that only about 10% of students on campus are "very enthusiatic" about I&E as compared to 50% who would prefer to pursue traditional internships (Wall Street, Corporate Finance, Research, etc...) and 40% who are open to I&E opportunities but also plan to follow a traditional path. In conjunction with Notre Dame's expansion to the West Coast, the long-term goal of CALI is to increase student interest in I&E. Though CALI must first establish a sustainable leadership model, efforts will be made in three primary areas over the next three years:

#''Communication'' among colleges and organizations 
#''Collaboration ''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups
#''Curriculum'' and cost structure changes to promote interdisciplinary education for all students 

== Entrepreneurship Minor ==

[[File:Innovation park.jpg|thumb|Innovation park.jpg]]

We would like to work with other students and our administration to expand the current Entrepreneurship Minor to be accessible to students of each College: Business, Science, Arts and Letters, and Engineering. This minor will offer classes in entrepreneurship, innovation, and design thinking. It will also create infrastructure to disseminate information regarding entrepeneurship/innovative activities, clubs and programs. Participation in the minor will make candidates for internships or jobs more attractive with the development of skills in creative and design thinking.

=== Problem Addressed ===

Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own courseload and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills.

=== Implementation ===

In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls erected between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one of the four Colleges. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.

=== Future Direction ===

Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.

== Innovation Beyond Entrepreneurship ==

“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of all departments, without disregard, by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”

=== Problem Addressed ===

The deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.

=== Implementation ===

Three Goals to Achieve through Idea

1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.

2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)

3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)

=== Future Direction ===

1-Year Vision

Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.

3-year Vision

Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).

== miNDspace ==

[[File:Innovation spaces1.jpg|thumb|Innovation spaces1.jpg]]





We will transform or create a series of innovation spaces across campus, uniquely catering to students from all Colleges and Departments. The “mission” of these spaces will be promoted through a miNDspace board(s), on which will be posted a new real-world problem every month. Students will be able to come, think, and post their creative solutions. At the end of every month, we will compile all of the postings to a website so all of campus can be inspired by the brilliance of their peers.

=== Problem Addressed ===

[[File:Innovation spaces2.jpg|thumb]]

This initiative seeks to inspire an overall culture of innovation on campus, promote unity and collaboration between Colleges, and address the lack of innovation spaces ''open to and utilized by students of all majors.''
<div> </div>
=== Implementation ===

[[File:Innovation spaces3.jpg|thumb]]

After deciding on the most effective locations and gathering feedback on exactly what resources students of each discipline need and want, we will seek to implement this program by focusing on the following goals:
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Introduce all students to the concept of an “innovation space” and how it is relevant to them</li>
<li>At least one commonly utilized innovation space per College or discipline</li>
<li>Inspired new ideas and conversations between students about real-world problems</li>
</ol>

=== Future Direction ===

With the beginning of this endeavor, our main hope is to have more students exposed to and comfortable with the idea of ''innovation as it applies to their own ambitions.'' More concrete future goals we have for the first year include: Repeated successful miNDspace board postings, a monitored increase in student utilization of at least 1 innovation space, and initial positive feedback about miNDspace initiative as a whole.

Over the next several years, we hope to see this project contribute to the emergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.

== Related Links ==

[[University of Notre Dame|University of Notre Dame]]

[http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]

[http://universityinnovation.org/wiki/Jonathan_Jou Jonathan Jou]

[http://universityinnovation.org/wiki/Elena_Brindley Elena Brindley]

[http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

School:University of Notre Dame

2014-09-29T03:32:58Z

Elena.brindley:

[[File:ND.jpeg|thumb]]

== Overview ==

The University of Notre Dame UIF team consists of four Biological Sciences majors striving to assess and improve the innovation and entrepreneurship landscape on campus. Our UIF training has led us to analyze courses, clubs, workshops, competitions, programs and more that are aligned in the quest to galvanize the innovative and entrepreneurial thinking on campus. By conducting such a thorough investigation, we now may realize deficiencies and work to fill in these gaps, create infrastructure to connect disjointed efforts, and reach more students with the hope of generating a higher level of creativity.

== Academics ==

=== Undergraduate Course Offerings ===

A survey of the course offerings at Notre Dame reveals the presence of entrepreneurial classes as well as courses that incorporate an innovative approach to learning. These courses span several departments and fields of study, including Entrepreneurship, Biological Sciences, Engineering, Energy Studies, and Sustainability. Many of these courses are cross-listed, but not all undergraduates have access to a course in entrepreneurship as of Fall 2014. [http://business.nd.edu/gigot_center/ The Gigot Center for Entrepreneurship] offers a Management-Entrepreneurship Major, but it is in the process of being phased out due to low demand. In its place will be an Entrepreneurship Minor accessible first by Business students and, hopefully, eventually to all students. The following list details the I&E and experiential courses offered to Notre Dame undergraduates:

*BAEN 30500 Intro to Entrepreneurship
*BAEN 30505 Social Entrepreneurship
*BAEN 30506 Microventuring Consulting
*BAEN 30510 Entrepreneurship: Go to Market
*BAEN 30520 Funding New Ventures
*BAEN 40420 Innovation and Design
*BAEN 40530 Legal Issues: Entrepreneurship
*BAEN 40570 Sales Management for Entrepreneurs
*Biological Sciences Cell Biology Special Studies Lab
*Energy and Society
*Energy Studies Minor Capstone
*Engineering Senior Design Project
*Engineering SteamND
*Leadership Laboratory
*Mathematical/Computational Modeling
*Sustainability: Principles and Practice
*People, Environment, Justice
*Self, Society, and Environment
*Topics in Global Health

=== Graduate Course Offerings ===

Notre Dame offers several graduate programs related to entrepreneurship, most notably the [http://esteem.nd.edu/b/?utm_expid=31001382-0.sFQ1eHjKStSxwlM3_pjKYg.1&utm_referrer=https%3A%2F%2Fwww.google.com%2F ESTEEM Masters of Entrepreneurship] program that educates where Science and Engineering meet Business, Innovation, and Entrepreneurship. The goal of the ESTEEM Program is to help students with backgrounds in science or engineering take the next step into the business world with their products and services. Additionally, the university offers a [http://patentlaw.nd.edu/mspl/ Masters in Patent Law] through the Law School. The following courses are offered at the graduate level:

*ESTM 60102 Tech. Bus. Fund. Tech. Mkt.
*ESTM 60105 Business Law
*ESTM 60108 Technology and Ethics II
*ESTM 60109 Lean Startup
*ESTM 60207 Tech and Bus Presentations
*ESTM 60209 Statistics 2.0
*ESTM 60210 Data Analytics 101
*ESTM 61201 Design Entrepreneurship
*ESTM 63601 Entrepreneurship Bootcamp

=== Programs and Certificates ===

In addition to the option of a Major/Minor in Entrepreneurship as an undergraduate and a Masters in Entrepreneurship or Patent Law at the graduate level, students have access to several Certificates at Notre Dame. These include: [http://science.nd.edu/news/34592-scientific-and-medical-leadership-course-shows-new-opportunities-to-undergraduates/ Scientific Medical Leadership Certificate] (one day workshop), Intro to Patent Law Certificate (seminar), and numerous experiential-learning seminars.

== Programs ==

On the campus of Notre Dame, there are a number of programs that have been developed to galvanize the entrepreneurial ecosystem. Ranging from efforts to boost creative and innovative thinking to efforts that explicitly focus on entrepreneurship, there are many avenues down which an interested student may travel. While the variety and scope of these programs are advantageous as they provide many options, the downside is that both organization and strong lines of communication seem to be lacking. Tying each of these programs together may allow for a more collaborative and consequently stronger effort overall.

=== Creativity and Innovation ===

Several programs exist that, without explicitly focusing on entrepreneurship, allow students to develop critical skills in innovation and creativity. Generally, these three programs provide resources, directions, and support for motivated students with a certain skill set. The [http://creativecomputing.nd.edu/ Center for Creative Computing] provides leadership and resources to students with advanced skills in technology. With these resources, students work in an inter-disciplinary effort to address tasks relating to the arts, humanities or social science. The [http://ndias.nd.edu/ Notre Dame Institute for Advanced Study] sponsors a group of Residential Fellowships that provide funding for students of all disciplines. With funding, students are encouraged to explore innovative and creative ideas that may align with the goals of the NDIAS. The Creativity and Innovation Club is uniquely a student-driven effort. As a club, members strive to facilitate and encourage creativity and innovation through various activities. 

=== [[File:Four horsemen society.jpg|thumb|Four horsemen society.jpg]]Explicitly Entrepreneurship ===

Beyond generally stimulating creativity and innovation, there are several groups on campus that explicitly focus on promoting entrepreneurship. As mentioned previously, the presence of four distinct programs allows for a variety of activities for a student to choose from. On the other hand though, there is overlap between programs and no strong line of communication. Hopefully our team may address these issues moving forward.

The first program is the [http://business.nd.edu/news_and_events/speaker_series/entrepreneurial_insights/ Entrepreneurial Insight Lecture Series] series. Run through the Mendoza School of Business, these lectures are held every couple of weeks and feature entrepreneurs, investors and business leaders. For students and prospective innovators, the series offers experience and advice concerning areas critical to the creation of new ventures. 

Second is the Business Action in Social Entrepreneurship (baseND) club. Organized and run by students, this club's mission is to build a firm business foundation for members and partners by solving real-world business problems. Often these problems come from local and global for and non profit companies. This problem-solving feature allows the club to educate on business principles, provide real-world experience, and create positive social change in the community. 

Third, undergraduate students created an Entrepreneurship Society to foster the entrepreneurial spirit and ability of Notre Dame students. The group's leaders promote entrepreneurship through arranging guest speakers, devising new and creative ways to raise money to allow for students to experience the process of beginning a new venture, and providing resources for students with the desire to pursue a venture. 

Finally, the [https://www3.nd.edu/~horsemen/ Four Horsemen Society] is a group that came together over four entrepreneurial attributes, creativity, initiative, risk-taking and business strategy; their name alludes to the famous Notre Dame football players that made up the backfield of Knute Rockne's historic team. Intent on connecting and supporting every student and alumni with an interest in entrepreneurship in order to really take advantage of the resources at hand, the program believes in the idea of, "who can't resist the desire to change the world through the intertwining of creativity and business - in short, through entrepreneurship". 

== Design Spaces ==

In addition to both student- and faculty-driven programs, Notre Dame has developed three unique spaces to foster entrepreneurship, innovation and design thinking. The first, housed in an Engineering building, is the Engingeer Design Deck, or N3D. This workspace allows for Engineering students to seek out resources and training and helps facilitate hand-on learning. Students can bring work from class, independent ventures, or simply big ideas. Second, the Notre Dame Hesburgh Library has developed the Center for Digital Scholarship. This recent addition employs state-of-the-art technologies to transform the way in which teaching, research, and scholarship are preformed and preserved. Finally, Debartolo Hall, a dedicated classroom building, has developed the Innovation Room in the basement. Several groups on campus - from administrative to learning center to building management - partnered together to develop this innovative, imaginative and active learning environment. Basing their designs off of similar rooms as Massachusetts Institute of Technology, the University of Minnesota and the University of Michigan, the room is intended to be as flexible as possible and to encourage active learning. 

== Events ==

Innovation at the University of Notre Dame begins with inspirational events that allow for the exchange of ideas on campus. The newly-launched TEDxUND event is one such platform for the Notre Dame community to start a dialogue about important topics such as microfinance, social media in the news, and volunteerism abroad. Resources such as the Center for Creative Computing and Residential Fellowships through the Institute for Advanced Study allow students to delve deeper into these issues. 

The Gigot Center for Entrepreneurship offers many other hands-on events to spark campus innovation. The Entrepreneurial Insight Lecture Series and the Irish Impact Social Entrepreneurship Conference engage students and faculty in entrepreneurial thinking from various perspectives. All on campus can take innovative action by participating in events such as the Ideas Challenge, the Hackathon, and Startup Weekend ND. Finally, early stage ventures can enter the McCloskey Business Plan Competition for a chance to launch with support from the Mendoza College of Business and Gigot Center for Entrpreneurship. 

== [[File:InnovationParkSign.jpg|thumb|InnovationParkSign.jpg]]Resources ==

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.
<div>
The University of Notre Dame sports multiple resources for assisting undergraduate entrepreneurship. From our Mendoza College of Business, the Gigot Center for Entrepreneurship assists students with interests in pursuing start-ups as a career. However, recently the entrepreneurship major has been stricken from the curriculum, to be revised and implemented as a minor offered to all students at Notre Dame.

Center for Undergraduate Scholarly Engagement allows students to request funding and coaches students in grant and scholarship writing procedures. While the organization does favor Architecture and Business students (as this is usually their only source of extracurricular funding), Science, Engineering, and Arts and Letters students are also encouraged to apply as well.

The Kaneb Center for Teaching and Learning aims to enhance teaching diversity through professional development workshops. The center encompasses both faculty and graduate teaching, including training for graduate teaching assistants.

The Notre Dame Career Center helps students explore internship opportunities, create polished resumes, and coach mock interviews to facilitate success in any application process, whether it’s starting a career after graduation on gaining entry into that coveted corporation or graduate school.

The Kellogg Institute for International Studies at Notre Dame allow students to pursue research and internship opportunities beyond the United States, requiring only an in depth proposal and a letter of recommendation and pledge of supervision from a faculty member. Past projects have included studying the effects of relaxation on pain management in burn victims, defining motherhood in Third World environments, and even how graffiti can link to neighborhood development in Brazil.

If a project is already underway, Notre Dame provides mentorship and guidance from a business and legal aspect. The Fellow Irish Social Hub (FISH), a non-profit organization dedicated to developing social innovation into enterprises via its centralized infrastructure.

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.

The Irish Angels, a venture capitalist group, serves to offer start-up capital and mentorship to high potential companies just getting their bearings. The organization seeks to fund cutting-edge technological investments in the Internet & Mobile, Scientific & Medical, Social Enterprise, Software, or Special Markets sectors.
</div>
== Institutional I&E ==

=== Entrepreneurial Framework ===

The hub of entrepreneurship at Notre Dame is the Gigot Center for Entrepreneurship in the Mendoza College of Business. In the Gigot Center is housed the Entrepreneurship Major/Minor, the Entrepreneurship Advisory Board, and the Entrepreneurs in Residence. The Gigot Center is also home to many of the entrepreneurial programs and events on campus, including Irish Impact and the McCloskey Business Plan Competition. Outside of the Gigot Center, there exist several research facilities on campus, including the Galvin Center for the Life Sciences, Stepan Biochemistry Research Facility, Harper Cancer Research Institute, Stinson-Remmick Engineering Research, and Fitzpatrick Hall of Engineering.  Notre Dame is especially known for its research in the growing fields of nanotechnology and sustainable energy. 

=== Future Directions ===

Recognizing the importance of innovation and entrepreneurship for the future, the university has promoted current Dean of the College of Science, [http://science.nd.edu/about/office-of-the-dean/crawford/ Dr. Gregory Crawford], to the position of Vice President and Associate Provost of Notre Dame. His charge in the coming years will be to expand Notre Dame to the West Coast by promoting collaboration with companies in Silicon Valley and San Francisco. As faculty administrators work to create opportunities and partnerships in California, there is no better time than now to evaluate the current campus landscape and culture to further promote innovation in the future. 

== ND I&E Landscape Analysis ==

[https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0 https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0]

== Related Links ==

[[University of Notre Dame Student Priorities|University of Notre Dame Student Priorities]]

'''Fall 2014 Candidates from Notre Dame:'''

[[Jeff Hansen|Jeff Hansen]]

[[Jonathan Jou|Jonathan Jou]]

[[Elena Brindley|Elena Brindley]]

[[Mark Brahier|Mark Brahier]]

School:University of Notre Dame

2014-09-29T03:32:29Z

Elena.brindley:

[[File:ND.jpeg|thumb]]

== Overview ==

The University of Notre Dame UIF team consists of four Biological Sciences majors striving to assess and improve the innovation and entrepreneurship landscape on campus. Our UIF training has led us to analyze courses, clubs, workshops, competitions, programs and more that are aligned in the quest to galvanize the innovative and entrepreneurial thinking on campus. By conducting such a thorough investigation, we now may realize deficiencies and work to fill in these gaps, create infrastructure to connect disjointed efforts, and reach more students with the hope of generating a higher level of creativity.

== Academics ==

=== Undergraduate Course Offerings ===

A survey of the course offerings at Notre Dame reveals the presence of entrepreneurial classes as well as courses that incorporate an innovative approach to learning. These courses span several departments and fields of study, including Entrepreneurship, Biological Sciences, Engineering, Energy Studies, and Sustainability. Many of these courses are cross-listed, but not all undergraduates have access to a course in entrepreneurship as of Fall 2014. [http://business.nd.edu/gigot_center/ The Gigot Center for Entrepreneurship] offers a Management-Entrepreneurship Major, but it is in the process of being phased out due to low demand. In its place will be an Entrepreneurship Minor accessible first by Business students and, hopefully, eventually to all students. The following list details the I&E and experiential courses offered to Notre Dame undergraduates:

*BAEN 30500 Intro to Entrepreneurship
*BAEN 30505 Social Entrepreneurship
*BAEN 30506 Microventuring Consulting
*BAEN 30510 Entrepreneurship: Go to Market
*BAEN 30520 Funding New Ventures
*BAEN 40420 Innovation and Design
*BAEN 40530 Legal Issues: Entrepreneurship
*BAEN 40570 Sales Management for Entrepreneurs
*Biological Sciences Cell Biology Special Studies Lab
*Energy and Society
*Energy Studies Minor Capstone
*Engineering Senior Design Project
*Engineering SteamND
*Leadership Laboratory
*Mathematical/Computational Modeling
*Sustainability: Principles and Practice
*People, Environment, Justice
*Self, Society, and Environment
*Topics in Global Health

=== Graduate Course Offerings ===

Notre Dame offers several graduate programs related to entrepreneurship, most notably the [http://esteem.nd.edu/b/?utm_expid=31001382-0.sFQ1eHjKStSxwlM3_pjKYg.1&utm_referrer=https%3A%2F%2Fwww.google.com%2F ESTEEM Masters of Entrepreneurship] program that educates where Science and Engineering meet Business, Innovation, and Entrepreneurship. The goal of the ESTEEM Program is to help students with backgrounds in science or engineering take the next step into the business world with their products and services. Additionally, the university offers a [http://patentlaw.nd.edu/mspl/ Masters in Patent Law] through the Law School. The following courses are offered at the graduate level:

*ESTM 60102 Tech. Bus. Fund. Tech. Mkt.
*ESTM 60105 Business Law
*ESTM 60108 Technology and Ethics II
*ESTM 60109 Lean Startup
*ESTM 60207 Tech and Bus Presentations
*ESTM 60209 Statistics 2.0
*ESTM 60210 Data Analytics 101
*ESTM 61201 Design Entrepreneurship
*ESTM 63601 Entrepreneurship Bootcamp

=== Programs and Certificates ===

In addition to the option of a Major/Minor in Entrepreneurship as an undergraduate and a Masters in Entrepreneurship or Patent Law at the graduate level, students have access to several Certificates at Notre Dame. These include: [http://science.nd.edu/news/34592-scientific-and-medical-leadership-course-shows-new-opportunities-to-undergraduates/ Scientific Medical Leadership Certificate] (one day workshop), Intro to Patent Law Certificate (seminar), and numerous experiential-learning seminars.

== Programs ==

On the campus of Notre Dame, there are a number of programs that have been developed to galvanize the entrepreneurial ecosystem. Ranging from efforts to boost creative and innovative thinking to efforts that explicitly focus on entrepreneurship, there are many avenues down which an interested student may travel. While the variety and scope of these programs are advantageous as they provide many options, the downside is that both organization and strong lines of communication seem to be lacking. Tying each of these programs together may allow for a more collaborative and consequently stronger effort overall.

=== Creativity and Innovation ===

Several programs exist that, without explicitly focusing on entrepreneurship, allow students to develop critical skills in innovation and creativity. Generally, these three programs provide resources, directions, and support for motivated students with a certain skill set. The [http://creativecomputing.nd.edu/ Center for Creative Computing] provides leadership and resources to students with advanced skills in technology. With these resources, students work in an inter-disciplinary effort to address tasks relating to the arts, humanities or social science. The [http://ndias.nd.edu/ Notre Dame Institute for Advanced Study] sponsors a group of Residential Fellowships that provide funding for students of all disciplines. With funding, students are encouraged to explore innovative and creative ideas that may align with the goals of the NDIAS. The Creativity and Innovation Club is uniquely a student-driven effort. As a club, members strive to facilitate and encourage creativity and innovation through various activities. 

=== [[File:Four horsemen society.jpg|thumb|Four horsemen society.jpg]]Explicitly Entrepreneurship ===

Beyond generally stimulating creativity and innovation, there are several groups on campus that explicitly focus on promoting entrepreneurship. As mentioned previously, the presence of four distinct programs allows for a variety of activities for a student to choose from. On the other hand though, there is overlap between programs and no strong line of communication. Hopefully our team may address these issues moving forward.

The first program is the [http://business.nd.edu/news_and_events/speaker_series/entrepreneurial_insights/ Entrepreneurial Insight Lecture Series] series. Run through the Mendoza School of Business, these lectures are held every couple of weeks and feature entrepreneurs, investors and business leaders. For students and prospective innovators, the series offers experience and advice concerning areas critical to the creation of new ventures. 

Second is the Business Action in Social Entrepreneurship (baseND) club. Organized and run by students, this club's mission is to build a firm business foundation for members and partners by solving real-world business problems. Often these problems come from local and global for and non profit companies. This problem-solving feature allows the club to educate on business principles, provide real-world experience, and create positive social change in the community. 

Third, undergraduate students created an Entrepreneurship Society to foster the entrepreneurial spirit and ability of Notre Dame students. The group's leaders promote entrepreneurship through arranging guest speakers, devising new and creative ways to raise money to allow for students to experience the process of beginning a new venture, and providing resources for students with the desire to pursue a venture. 

Finally, the [https://www3.nd.edu/~horsemen/ Four Horsemen Society] is a group that came together over four entrepreneurial attributes, creativity, initiative, risk-taking and business strategy; their name alludes to the famous Notre Dame football players that made up the backfield of Knute Rockne's historic team. Intent on connecting and supporting every student and alumni with an interest in entrepreneurship in order to really take advantage of the resources at hand, the program believes in the idea of, "who can't resist the desire to change the world through the intertwining of creativity and business - in short, through entrepreneurship". 

= Design Spaces =

In addition to both student- and faculty-driven programs, Notre Dame has developed three unique spaces to foster entrepreneurship, innovation and design thinking. The first, housed in an Engineering building, is the Engingeer Design Deck, or N3D. This workspace allows for Engineering students to seek out resources and training and helps facilitate hand-on learning. Students can bring work from class, independent ventures, or simply big ideas. Second, the Notre Dame Hesburgh Library has developed the Center for Digital Scholarship. This recent addition employs state-of-the-art technologies to transform the way in which teaching, research, and scholarship are preformed and preserved. Finally, Debartolo Hall, a dedicated classroom building, has developed the Innovation Room in the basement. Several groups on campus - from administrative to learning center to building management - partnered together to develop this innovative, imaginative and active learning environment. Basing their designs off of similar rooms as Massachusetts Institute of Technology, the University of Minnesota and the University of Michigan, the room is intended to be as flexible as possible and to encourage active learning. 

== Events ==

Innovation at the University of Notre Dame begins with inspirational events that allow for the exchange of ideas on campus. The newly-launched TEDxUND event is one such platform for the Notre Dame community to start a dialogue about important topics such as microfinance, social media in the news, and volunteerism abroad. Resources such as the Center for Creative Computing and Residential Fellowships through the Institute for Advanced Study allow students to delve deeper into these issues. 

The Gigot Center for Entrepreneurship offers many other hands-on events to spark campus innovation. The Entrepreneurial Insight Lecture Series and the Irish Impact Social Entrepreneurship Conference engage students and faculty in entrepreneurial thinking from various perspectives. All on campus can take innovative action by participating in events such as the Ideas Challenge, the Hackathon, and Startup Weekend ND. Finally, early stage ventures can enter the McCloskey Business Plan Competition for a chance to launch with support from the Mendoza College of Business and Gigot Center for Entrpreneurship. 

== [[File:InnovationParkSign.jpg|thumb]]Resources ==

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.
<div>
The University of Notre Dame sports multiple resources for assisting undergraduate entrepreneurship. From our Mendoza College of Business, the Gigot Center for Entrepreneurship assists students with interests in pursuing start-ups as a career. However, recently the entrepreneurship major has been stricken from the curriculum, to be revised and implemented as a minor offered to all students at Notre Dame.

Center for Undergraduate Scholarly Engagement allows students to request funding and coaches students in grant and scholarship writing procedures. While the organization does favor Architecture and Business students (as this is usually their only source of extracurricular funding), Science, Engineering, and Arts and Letters students are also encouraged to apply as well.

The Kaneb Center for Teaching and Learning aims to enhance teaching diversity through professional development workshops. The center encompasses both faculty and graduate teaching, including training for graduate teaching assistants.

The Notre Dame Career Center helps students explore internship opportunities, create polished resumes, and coach mock interviews to facilitate success in any application process, whether it’s starting a career after graduation on gaining entry into that coveted corporation or graduate school.

The Kellogg Institute for International Studies at Notre Dame allow students to pursue research and internship opportunities beyond the United States, requiring only an in depth proposal and a letter of recommendation and pledge of supervision from a faculty member. Past projects have included studying the effects of relaxation on pain management in burn victims, defining motherhood in Third World environments, and even how graffiti can link to neighborhood development in Brazil.

If a project is already underway, Notre Dame provides mentorship and guidance from a business and legal aspect. The Fellow Irish Social Hub (FISH), a non-profit organization dedicated to developing social innovation into enterprises via its centralized infrastructure.

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.

The Irish Angels, a venture capitalist group, serves to offer start-up capital and mentorship to high potential companies just getting their bearings. The organization seeks to fund cutting-edge technological investments in the Internet & Mobile, Scientific & Medical, Social Enterprise, Software, or Special Markets sectors.
</div>
== Institutional I&E ==

=== Entrepreneurial Framework ===

The hub of entrepreneurship at Notre Dame is the Gigot Center for Entrepreneurship in the Mendoza College of Business. In the Gigot Center is housed the Entrepreneurship Major/Minor, the Entrepreneurship Advisory Board, and the Entrepreneurs in Residence. The Gigot Center is also home to many of the entrepreneurial programs and events on campus, including Irish Impact and the McCloskey Business Plan Competition. Outside of the Gigot Center, there exist several research facilities on campus, including the Galvin Center for the Life Sciences, Stepan Biochemistry Research Facility, Harper Cancer Research Institute, Stinson-Remmick Engineering Research, and Fitzpatrick Hall of Engineering.  Notre Dame is especially known for its research in the growing fields of nanotechnology and sustainable energy. 

=== Future Directions ===

Recognizing the importance of innovation and entrepreneurship for the future, the university has promoted current Dean of the College of Science, [http://science.nd.edu/about/office-of-the-dean/crawford/ Dr. Gregory Crawford], to the position of Vice President and Associate Provost of Notre Dame. His charge in the coming years will be to expand Notre Dame to the West Coast by promoting collaboration with companies in Silicon Valley and San Francisco. As faculty administrators work to create opportunities and partnerships in California, there is no better time than now to evaluate the current campus landscape and culture to further promote innovation in the future. 

== ND I&E Landscape Analysis ==

[https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0 https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0]

== Related Links ==

[[University of Notre Dame Student Priorities|University of Notre Dame Student Priorities]]

'''Fall 2014 Candidates from Notre Dame:'''

[[Jeff Hansen|Jeff Hansen]]

[[Jonathan Jou|Jonathan Jou]]

[[Elena Brindley|Elena Brindley]]

[[Mark Brahier|Mark Brahier]]

School:University of Notre Dame

2014-09-29T03:32:15Z

Elena.brindley:

[[File:ND.jpeg|thumb]]

== Overview ==

The University of Notre Dame UIF team consists of four Biological Sciences majors striving to assess and improve the innovation and entrepreneurship landscape on campus. Our UIF training has led us to analyze courses, clubs, workshops, competitions, programs and more that are aligned in the quest to galvanize the innovative and entrepreneurial thinking on campus. By conducting such a thorough investigation, we now may realize deficiencies and work to fill in these gaps, create infrastructure to connect disjointed efforts, and reach more students with the hope of generating a higher level of creativity.

== Academics ==

=== Undergraduate Course Offerings ===

A survey of the course offerings at Notre Dame reveals the presence of entrepreneurial classes as well as courses that incorporate an innovative approach to learning. These courses span several departments and fields of study, including Entrepreneurship, Biological Sciences, Engineering, Energy Studies, and Sustainability. Many of these courses are cross-listed, but not all undergraduates have access to a course in entrepreneurship as of Fall 2014. [http://business.nd.edu/gigot_center/ The Gigot Center for Entrepreneurship] offers a Management-Entrepreneurship Major, but it is in the process of being phased out due to low demand. In its place will be an Entrepreneurship Minor accessible first by Business students and, hopefully, eventually to all students. The following list details the I&E and experiential courses offered to Notre Dame undergraduates:

*BAEN 30500 Intro to Entrepreneurship
*BAEN 30505 Social Entrepreneurship
*BAEN 30506 Microventuring Consulting
*BAEN 30510 Entrepreneurship: Go to Market
*BAEN 30520 Funding New Ventures
*BAEN 40420 Innovation and Design
*BAEN 40530 Legal Issues: Entrepreneurship
*BAEN 40570 Sales Management for Entrepreneurs
*Biological Sciences Cell Biology Special Studies Lab
*Energy and Society
*Energy Studies Minor Capstone
*Engineering Senior Design Project
*Engineering SteamND
*Leadership Laboratory
*Mathematical/Computational Modeling
*Sustainability: Principles and Practice
*People, Environment, Justice
*Self, Society, and Environment
*Topics in Global Health

=== Graduate Course Offerings ===

Notre Dame offers several graduate programs related to entrepreneurship, most notably the [http://esteem.nd.edu/b/?utm_expid=31001382-0.sFQ1eHjKStSxwlM3_pjKYg.1&utm_referrer=https%3A%2F%2Fwww.google.com%2F ESTEEM Masters of Entrepreneurship] program that educates where Science and Engineering meet Business, Innovation, and Entrepreneurship. The goal of the ESTEEM Program is to help students with backgrounds in science or engineering take the next step into the business world with their products and services. Additionally, the university offers a [http://patentlaw.nd.edu/mspl/ Masters in Patent Law] through the Law School. The following courses are offered at the graduate level:

*ESTM 60102 Tech. Bus. Fund. Tech. Mkt.
*ESTM 60105 Business Law
*ESTM 60108 Technology and Ethics II
*ESTM 60109 Lean Startup
*ESTM 60207 Tech and Bus Presentations
*ESTM 60209 Statistics 2.0
*ESTM 60210 Data Analytics 101
*ESTM 61201 Design Entrepreneurship
*ESTM 63601 Entrepreneurship Bootcamp

=== Programs and Certificates ===

In addition to the option of a Major/Minor in Entrepreneurship as an undergraduate and a Masters in Entrepreneurship or Patent Law at the graduate level, students have access to several Certificates at Notre Dame. These include: [http://science.nd.edu/news/34592-scientific-and-medical-leadership-course-shows-new-opportunities-to-undergraduates/ Scientific Medical Leadership Certificate] (one day workshop), Intro to Patent Law Certificate (seminar), and numerous experiential-learning seminars.

== Programs ==

On the campus of Notre Dame, there are a number of programs that have been developed to galvanize the entrepreneurial ecosystem. Ranging from efforts to boost creative and innovative thinking to efforts that explicitly focus on entrepreneurship, there are many avenues down which an interested student may travel. While the variety and scope of these programs are advantageous as they provide many options, the downside is that both organization and strong lines of communication seem to be lacking. Tying each of these programs together may allow for a more collaborative and consequently stronger effort overall.

=== Creativity and Innovation ===

Several programs exist that, without explicitly focusing on entrepreneurship, allow students to develop critical skills in innovation and creativity. Generally, these three programs provide resources, directions, and support for motivated students with a certain skill set. The [http://creativecomputing.nd.edu/ Center for Creative Computing] provides leadership and resources to students with advanced skills in technology. With these resources, students work in an inter-disciplinary effort to address tasks relating to the arts, humanities or social science. The [http://ndias.nd.edu/ Notre Dame Institute for Advanced Study] sponsors a group of Residential Fellowships that provide funding for students of all disciplines. With funding, students are encouraged to explore innovative and creative ideas that may align with the goals of the NDIAS. The Creativity and Innovation Club is uniquely a student-driven effort. As a club, members strive to facilitate and encourage creativity and innovation through various activities. 

=== [[File:Four horsemen society.jpg|thumb]]Explicitly Entrepreneurship ===

Beyond generally stimulating creativity and innovation, there are several groups on campus that explicitly focus on promoting entrepreneurship. As mentioned previously, the presence of four distinct programs allows for a variety of activities for a student to choose from. On the other hand though, there is overlap between programs and no strong line of communication. Hopefully our team may address these issues moving forward.

The first program is the [http://business.nd.edu/news_and_events/speaker_series/entrepreneurial_insights/ Entrepreneurial Insight Lecture Series] series. Run through the Mendoza School of Business, these lectures are held every couple of weeks and feature entrepreneurs, investors and business leaders. For students and prospective innovators, the series offers experience and advice concerning areas critical to the creation of new ventures. 

Second is the Business Action in Social Entrepreneurship (baseND) club. Organized and run by students, this club's mission is to build a firm business foundation for members and partners by solving real-world business problems. Often these problems come from local and global for and non profit companies. This problem-solving feature allows the club to educate on business principles, provide real-world experience, and create positive social change in the community. 

Third, undergraduate students created an Entrepreneurship Society to foster the entrepreneurial spirit and ability of Notre Dame students. The group's leaders promote entrepreneurship through arranging guest speakers, devising new and creative ways to raise money to allow for students to experience the process of beginning a new venture, and providing resources for students with the desire to pursue a venture. 

Finally, the [https://www3.nd.edu/~horsemen/ Four Horsemen Society] is a group that came together over four entrepreneurial attributes, creativity, initiative, risk-taking and business strategy; their name alludes to the famous Notre Dame football players that made up the backfield of Knute Rockne's historic team. Intent on connecting and supporting every student and alumni with an interest in entrepreneurship in order to really take advantage of the resources at hand, the program believes in the idea of, "who can't resist the desire to change the world through the intertwining of creativity and business - in short, through entrepreneurship". 

= Design Spaces =

In addition to both student- and faculty-driven programs, Notre Dame has developed three unique spaces to foster entrepreneurship, innovation and design thinking. The first, housed in an Engineering building, is the Engingeer Design Deck, or N3D. This workspace allows for Engineering students to seek out resources and training and helps facilitate hand-on learning. Students can bring work from class, independent ventures, or simply big ideas. Second, the Notre Dame Hesburgh Library has developed the Center for Digital Scholarship. This recent addition employs state-of-the-art technologies to transform the way in which teaching, research, and scholarship are preformed and preserved. Finally, Debartolo Hall, a dedicated classroom building, has developed the Innovation Room in the basement. Several groups on campus - from administrative to learning center to building management - partnered together to develop this innovative, imaginative and active learning environment. Basing their designs off of similar rooms as Massachusetts Institute of Technology, the University of Minnesota and the University of Michigan, the room is intended to be as flexible as possible and to encourage active learning. 

== Events ==

Innovation at the University of Notre Dame begins with inspirational events that allow for the exchange of ideas on campus. The newly-launched TEDxUND event is one such platform for the Notre Dame community to start a dialogue about important topics such as microfinance, social media in the news, and volunteerism abroad. Resources such as the Center for Creative Computing and Residential Fellowships through the Institute for Advanced Study allow students to delve deeper into these issues. 

The Gigot Center for Entrepreneurship offers many other hands-on events to spark campus innovation. The Entrepreneurial Insight Lecture Series and the Irish Impact Social Entrepreneurship Conference engage students and faculty in entrepreneurial thinking from various perspectives. All on campus can take innovative action by participating in events such as the Ideas Challenge, the Hackathon, and Startup Weekend ND. Finally, early stage ventures can enter the McCloskey Business Plan Competition for a chance to launch with support from the Mendoza College of Business and Gigot Center for Entrpreneurship. 

== [[File:InnovationParkSign.jpg|thumb]]Resources ==

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.
<div>
The University of Notre Dame sports multiple resources for assisting undergraduate entrepreneurship. From our Mendoza College of Business, the Gigot Center for Entrepreneurship assists students with interests in pursuing start-ups as a career. However, recently the entrepreneurship major has been stricken from the curriculum, to be revised and implemented as a minor offered to all students at Notre Dame.

Center for Undergraduate Scholarly Engagement allows students to request funding and coaches students in grant and scholarship writing procedures. While the organization does favor Architecture and Business students (as this is usually their only source of extracurricular funding), Science, Engineering, and Arts and Letters students are also encouraged to apply as well.

The Kaneb Center for Teaching and Learning aims to enhance teaching diversity through professional development workshops. The center encompasses both faculty and graduate teaching, including training for graduate teaching assistants.

The Notre Dame Career Center helps students explore internship opportunities, create polished resumes, and coach mock interviews to facilitate success in any application process, whether it’s starting a career after graduation on gaining entry into that coveted corporation or graduate school.

The Kellogg Institute for International Studies at Notre Dame allow students to pursue research and internship opportunities beyond the United States, requiring only an in depth proposal and a letter of recommendation and pledge of supervision from a faculty member. Past projects have included studying the effects of relaxation on pain management in burn victims, defining motherhood in Third World environments, and even how graffiti can link to neighborhood development in Brazil.

If a project is already underway, Notre Dame provides mentorship and guidance from a business and legal aspect. The Fellow Irish Social Hub (FISH), a non-profit organization dedicated to developing social innovation into enterprises via its centralized infrastructure.

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.

The Irish Angels, a venture capitalist group, serves to offer start-up capital and mentorship to high potential companies just getting their bearings. The organization seeks to fund cutting-edge technological investments in the Internet & Mobile, Scientific & Medical, Social Enterprise, Software, or Special Markets sectors.
</div>
== Institutional I&E ==

=== Entrepreneurial Framework ===

The hub of entrepreneurship at Notre Dame is the Gigot Center for Entrepreneurship in the Mendoza College of Business. In the Gigot Center is housed the Entrepreneurship Major/Minor, the Entrepreneurship Advisory Board, and the Entrepreneurs in Residence. The Gigot Center is also home to many of the entrepreneurial programs and events on campus, including Irish Impact and the McCloskey Business Plan Competition. Outside of the Gigot Center, there exist several research facilities on campus, including the Galvin Center for the Life Sciences, Stepan Biochemistry Research Facility, Harper Cancer Research Institute, Stinson-Remmick Engineering Research, and Fitzpatrick Hall of Engineering.  Notre Dame is especially known for its research in the growing fields of nanotechnology and sustainable energy. 

=== Future Directions ===

Recognizing the importance of innovation and entrepreneurship for the future, the university has promoted current Dean of the College of Science, [http://science.nd.edu/about/office-of-the-dean/crawford/ Dr. Gregory Crawford], to the position of Vice President and Associate Provost of Notre Dame. His charge in the coming years will be to expand Notre Dame to the West Coast by promoting collaboration with companies in Silicon Valley and San Francisco. As faculty administrators work to create opportunities and partnerships in California, there is no better time than now to evaluate the current campus landscape and culture to further promote innovation in the future. 

== ND I&E Landscape Analysis ==

[https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0 https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0]

== Related Links ==

[[University of Notre Dame Student Priorities|University of Notre Dame Student Priorities]]

'''Fall 2014 Candidates from Notre Dame:'''

[[Jeff Hansen|Jeff Hansen]]

[[Jonathan Jou|Jonathan Jou]]

[[Elena Brindley|Elena Brindley]]

[[Mark Brahier|Mark Brahier]]

School:University of Notre Dame

2014-09-29T03:31:29Z

Elena.brindley:

[[File:ND.jpeg|thumb]]

== Overview ==

The University of Notre Dame UIF team consists of four Biological Sciences majors striving to assess and improve the innovation and entrepreneurship landscape on campus. Our UIF training has led us to analyze courses, clubs, workshops, competitions, programs and more that are aligned in the quest to galvanize the innovative and entrepreneurial thinking on campus. By conducting such a thorough investigation, we now may realize deficiencies and work to fill in these gaps, create infrastructure to connect disjointed efforts, and reach more students with the hope of generating a higher level of creativity.

== Academics ==

=== Undergraduate Course Offerings ===

A survey of the course offerings at Notre Dame reveals the presence of entrepreneurial classes as well as courses that incorporate an innovative approach to learning. These courses span several departments and fields of study, including Entrepreneurship, Biological Sciences, Engineering, Energy Studies, and Sustainability. Many of these courses are cross-listed, but not all undergraduates have access to a course in entrepreneurship as of Fall 2014. [http://business.nd.edu/gigot_center/ The Gigot Center for Entrepreneurship] offers a Management-Entrepreneurship Major, but it is in the process of being phased out due to low demand. In its place will be an Entrepreneurship Minor accessible first by Business students and, hopefully, eventually to all students. The following list details the I&E and experiential courses offered to Notre Dame undergraduates:

*BAEN 30500 Intro to Entrepreneurship
*BAEN 30505 Social Entrepreneurship
*BAEN 30506 Microventuring Consulting
*BAEN 30510 Entrepreneurship: Go to Market
*BAEN 30520 Funding New Ventures
*BAEN 40420 Innovation and Design
*BAEN 40530 Legal Issues: Entrepreneurship
*BAEN 40570 Sales Management for Entrepreneurs
*Biological Sciences Cell Biology Special Studies Lab
*Energy and Society
*Energy Studies Minor Capstone
*Engineering Senior Design Project
*Engineering SteamND
*Leadership Laboratory
*Mathematical/Computational Modeling
*Sustainability: Principles and Practice
*People, Environment, Justice
*Self, Society, and Environment
*Topics in Global Health

=== Graduate Course Offerings ===

Notre Dame offers several graduate programs related to entrepreneurship, most notably the [http://esteem.nd.edu/b/?utm_expid=31001382-0.sFQ1eHjKStSxwlM3_pjKYg.1&utm_referrer=https%3A%2F%2Fwww.google.com%2F ESTEEM Masters of Entrepreneurship] program that educates where Science and Engineering meet Business, Innovation, and Entrepreneurship. The goal of the ESTEEM Program is to help students with backgrounds in science or engineering take the next step into the business world with their products and services. Additionally, the university offers a [http://patentlaw.nd.edu/mspl/ Masters in Patent Law] through the Law School. The following courses are offered at the graduate level:

*ESTM 60102 Tech. Bus. Fund. Tech. Mkt.
*ESTM 60105 Business Law
*ESTM 60108 Technology and Ethics II
*ESTM 60109 Lean Startup
*ESTM 60207 Tech and Bus Presentations
*ESTM 60209 Statistics 2.0
*ESTM 60210 Data Analytics 101
*ESTM 61201 Design Entrepreneurship
*ESTM 63601 Entrepreneurship Bootcamp

=== Programs and Certificates ===

In addition to the option of a Major/Minor in Entrepreneurship as an undergraduate and a Masters in Entrepreneurship or Patent Law at the graduate level, students have access to several Certificates at Notre Dame. These include: [http://science.nd.edu/news/34592-scientific-and-medical-leadership-course-shows-new-opportunities-to-undergraduates/ Scientific Medical Leadership Certificate] (one day workshop), Intro to Patent Law Certificate (seminar), and numerous experiential-learning seminars.

== Programs ==

On the campus of Notre Dame, there are a number of programs that have been developed to galvanize the entrepreneurial ecosystem. Ranging from efforts to boost creative and innovative thinking to efforts that explicitly focus on entrepreneurship, there are many avenues down which an interested student may travel. While the variety and scope of these programs are advantageous as they provide many options, the downside is that both organization and strong lines of communication seem to be lacking. Tying each of these programs together may allow for a more collaborative and consequently stronger effort overall.

=== Creativity and Innovation ===

Several programs exist that, without explicitly focusing on entrepreneurship, allow students to develop critical skills in innovation and creativity. Generally, these three programs provide resources, directions, and support for motivated students with a certain skill set. The [http://creativecomputing.nd.edu/ Center for Creative Computing] provides leadership and resources to students with advanced skills in technology. With these resources, students work in an inter-disciplinary effort to address tasks relating to the arts, humanities or social science. The [http://ndias.nd.edu/ Notre Dame Institute for Advanced Study] sponsors a group of Residential Fellowships that provide funding for students of all disciplines. With funding, students are encouraged to explore innovative and creative ideas that may align with the goals of the NDIAS. The Creativity and Innovation Club is uniquely a student-driven effort. As a club, members strive to facilitate and encourage creativity and innovation through various activities. 

=== [[File:Four horsemen society.jpg|thumb]]Explicitly Entrepreneurship ===

Beyond generally stimulating creativity and innovation, there are several groups on campus that explicitly focus on promoting entrepreneurship. As mentioned previously, the presence of four distinct programs allows for a variety of activities for a student to choose from. On the other hand though, there is overlap between programs and no strong line of communication. Hopefully our team may address these issues moving forward.

The first program is the [http://business.nd.edu/news_and_events/speaker_series/entrepreneurial_insights/ Entrepreneurial Insight Lecture Series] series. Run through the Mendoza School of Business, these lectures are held every couple of weeks and feature entrepreneurs, investors and business leaders. For students and prospective innovators, the series offers experience and advice concerning areas critical to the creation of new ventures. 

Second is the Business Action in Social Entrepreneurship (baseND) club. Organized and run by students, this club's mission is to build a firm business foundation for members and partners by solving real-world business problems. Often these problems come from local and global for and non profit companies. This problem-solving feature allows the club to educate on business principles, provide real-world experience, and create positive social change in the community. 

Third, undergraduate students created an Entrepreneurship Society to foster the entrepreneurial spirit and ability of Notre Dame students. The group's leaders promote entrepreneurship through arranging guest speakers, devising new and creative ways to raise money to allow for students to experience the process of beginning a new venture, and providing resources for students with the desire to pursue a venture. 

Finally, the [https://www3.nd.edu/~horsemen/ Four Horsemen Society] is a group that came together over four entrepreneurial attributes, creativity, initiative, risk-taking and business strategy; their name alludes to the famous Notre Dame football players that made up the backfield of Knute Rockne's historic team. Intent on connecting and supporting every student and alumni with an interest in entrepreneurship in order to really take advantage of the resources at hand, the program believes in the idea of, "who can't resist the desire to change the world through the intertwining of creativity and business - in short, through entrepreneurship". 

=== Design Spaces ===

In addition to both student- and faculty-driven programs, Notre Dame has developed three unique spaces to foster entrepreneurship, innovation and design thinking. The first, housed in an Engineering building, is the Engingeer Design Deck, or N3D. This workspace allows for Engineering students to seek out resources and training and helps facilitate hand-on learning. Students can bring work from class, independent ventures, or simply big ideas. Second, the Notre Dame Hesburgh Library has developed the Center for Digital Scholarship. This recent addition employs state-of-the-art technologies to transform the way in which teaching, research, and scholarship are preformed and preserved. Finally, Debartolo Hall, a dedicated classroom building, has developed the Innovation Room in the basement. Several groups on campus - from administrative to learning center to building management - partnered together to develop this innovative, imaginative and active learning environment. Basing their designs off of similar rooms as Massachusetts Institute of Technology, the University of Minnesota and the University of Michigan, the room is intended to be as flexible as possible and to encourage active learning. 

== Events ==

Innovation at the University of Notre Dame begins with inspirational events that allow for the exchange of ideas on campus. The newly-launched TEDxUND event is one such platform for the Notre Dame community to start a dialogue about important topics such as microfinance, social media in the news, and volunteerism abroad. Resources such as the Center for Creative Computing and Residential Fellowships through the Institute for Advanced Study allow students to delve deeper into these issues. 

The Gigot Center for Entrepreneurship offers many other hands-on events to spark campus innovation. The Entrepreneurial Insight Lecture Series and the Irish Impact Social Entrepreneurship Conference engage students and faculty in entrepreneurial thinking from various perspectives. All on campus can take innovative action by participating in events such as the Ideas Challenge, the Hackathon, and Startup Weekend ND. Finally, early stage ventures can enter the McCloskey Business Plan Competition for a chance to launch with support from the Mendoza College of Business and Gigot Center for Entrpreneurship. 

== [[File:InnovationParkSign.jpg|thumb]]Resources ==

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.
<div>
The University of Notre Dame sports multiple resources for assisting undergraduate entrepreneurship. From our Mendoza College of Business, the Gigot Center for Entrepreneurship assists students with interests in pursuing start-ups as a career. However, recently the entrepreneurship major has been stricken from the curriculum, to be revised and implemented as a minor offered to all students at Notre Dame.

Center for Undergraduate Scholarly Engagement allows students to request funding and coaches students in grant and scholarship writing procedures. While the organization does favor Architecture and Business students (as this is usually their only source of extracurricular funding), Science, Engineering, and Arts and Letters students are also encouraged to apply as well.

The Kaneb Center for Teaching and Learning aims to enhance teaching diversity through professional development workshops. The center encompasses both faculty and graduate teaching, including training for graduate teaching assistants.

The Notre Dame Career Center helps students explore internship opportunities, create polished resumes, and coach mock interviews to facilitate success in any application process, whether it’s starting a career after graduation on gaining entry into that coveted corporation or graduate school.

The Kellogg Institute for International Studies at Notre Dame allow students to pursue research and internship opportunities beyond the United States, requiring only an in depth proposal and a letter of recommendation and pledge of supervision from a faculty member. Past projects have included studying the effects of relaxation on pain management in burn victims, defining motherhood in Third World environments, and even how graffiti can link to neighborhood development in Brazil.

If a project is already underway, Notre Dame provides mentorship and guidance from a business and legal aspect. The Fellow Irish Social Hub (FISH), a non-profit organization dedicated to developing social innovation into enterprises via its centralized infrastructure.

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.

The Irish Angels, a venture capitalist group, serves to offer start-up capital and mentorship to high potential companies just getting their bearings. The organization seeks to fund cutting-edge technological investments in the Internet & Mobile, Scientific & Medical, Social Enterprise, Software, or Special Markets sectors.
</div>
== Institutional I&E ==

=== Entrepreneurial Framework ===

The hub of entrepreneurship at Notre Dame is the Gigot Center for Entrepreneurship in the Mendoza College of Business. In the Gigot Center is housed the Entrepreneurship Major/Minor, the Entrepreneurship Advisory Board, and the Entrepreneurs in Residence. The Gigot Center is also home to many of the entrepreneurial programs and events on campus, including Irish Impact and the McCloskey Business Plan Competition. Outside of the Gigot Center, there exist several research facilities on campus, including the Galvin Center for the Life Sciences, Stepan Biochemistry Research Facility, Harper Cancer Research Institute, Stinson-Remmick Engineering Research, and Fitzpatrick Hall of Engineering.  Notre Dame is especially known for its research in the growing fields of nanotechnology and sustainable energy. 

=== Future Directions ===

Recognizing the importance of innovation and entrepreneurship for the future, the university has promoted current Dean of the College of Science, [http://science.nd.edu/about/office-of-the-dean/crawford/ Dr. Gregory Crawford], to the position of Vice President and Associate Provost of Notre Dame. His charge in the coming years will be to expand Notre Dame to the West Coast by promoting collaboration with companies in Silicon Valley and San Francisco. As faculty administrators work to create opportunities and partnerships in California, there is no better time than now to evaluate the current campus landscape and culture to further promote innovation in the future. 

== ND I&E Landscape Analysis ==

[https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0 https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0]

== Related Links ==

[[University of Notre Dame Student Priorities|University of Notre Dame Student Priorities]]

'''Fall 2014 Candidates from Notre Dame:'''

[[Jeff Hansen|Jeff Hansen]]

[[Jonathan Jou|Jonathan Jou]]

[[Elena Brindley|Elena Brindley]]

[[Mark Brahier|Mark Brahier]]

School:University of Notre Dame

2014-09-29T03:29:53Z

Elena.brindley:

[[File:ND.jpeg|thumb]]

== Overview ==

The University of Notre Dame UIF team consists of four Biological Sciences majors striving to assess and improve the innovation and entrepreneurship landscape on campus. Our UIF training has led us to analyze courses, clubs, workshops, competitions, programs and more that are aligned in the quest to galvanize the innovative and entrepreneurial thinking on campus. By conducting such a thorough investigation, we now may realize deficiencies and work to fill in these gaps, create infrastructure to connect disjointed efforts, and reach more students with the hope of generating a higher level of creativity.

== Academics ==

=== Undergraduate Course Offerings ===

A survey of the course offerings at Notre Dame reveals the presence of entrepreneurial classes as well as courses that incorporate an innovative approach to learning. These courses span several departments and fields of study, including Entrepreneurship, Biological Sciences, Engineering, Energy Studies, and Sustainability. Many of these courses are cross-listed, but not all undergraduates have access to a course in entrepreneurship as of Fall 2014. [http://business.nd.edu/gigot_center/ The Gigot Center for Entrepreneurship] offers a Management-Entrepreneurship Major, but it is in the process of being phased out due to low demand. In its place will be an Entrepreneurship Minor accessible first by Business students and, hopefully, eventually to all students. The following list details the I&E and experiential courses offered to Notre Dame undergraduates:

*BAEN 30500 Intro to Entrepreneurship
*BAEN 30505 Social Entrepreneurship
*BAEN 30506 Microventuring Consulting
*BAEN 30510 Entrepreneurship: Go to Market
*BAEN 30520 Funding New Ventures
*BAEN 40420 Innovation and Design
*BAEN 40530 Legal Issues: Entrepreneurship
*BAEN 40570 Sales Management for Entrepreneurs
*Biological Sciences Cell Biology Special Studies Lab
*Energy and Society
*Energy Studies Minor Capstone
*Engineering Senior Design Project
*Engineering SteamND
*Leadership Laboratory
*Mathematical/Computational Modeling
*Sustainability: Principles and Practice
*People, Environment, Justice
*Self, Society, and Environment
*Topics in Global Health

=== Graduate Course Offerings ===

Notre Dame offers several graduate programs related to entrepreneurship, most notably the [http://esteem.nd.edu/b/?utm_expid=31001382-0.sFQ1eHjKStSxwlM3_pjKYg.1&utm_referrer=https%3A%2F%2Fwww.google.com%2F ESTEEM Masters of Entrepreneurship] program that educates where Science and Engineering meet Business, Innovation, and Entrepreneurship. The goal of the ESTEEM Program is to help students with backgrounds in science or engineering take the next step into the business world with their products and services. Additionally, the university offers a [http://patentlaw.nd.edu/mspl/ Masters in Patent Law] through the Law School. The following courses are offered at the graduate level:

*ESTM 60102 Tech. Bus. Fund. Tech. Mkt.
*ESTM 60105 Business Law
*ESTM 60108 Technology and Ethics II
*ESTM 60109 Lean Startup
*ESTM 60207 Tech and Bus Presentations
*ESTM 60209 Statistics 2.0
*ESTM 60210 Data Analytics 101
*ESTM 61201 Design Entrepreneurship
*ESTM 63601 Entrepreneurship Bootcamp

=== Programs and Certificates ===

In addition to the option of a Major/Minor in Entrepreneurship as an undergraduate and a Masters in Entrepreneurship or Patent Law at the graduate level, students have access to several Certificates at Notre Dame. These include: [http://science.nd.edu/news/34592-scientific-and-medical-leadership-course-shows-new-opportunities-to-undergraduates/ Scientific Medical Leadership Certificate] (one day workshop), Intro to Patent Law Certificate (seminar), and numerous experiential-learning seminars.

== Programs ==

On the campus of Notre Dame, there are a number of programs that have been developed to galvanize the entrepreneurial ecosystem. Ranging from efforts to boost creative and innovative thinking to efforts that explicitly focus on entrepreneurship, there are many avenues down which an interested student may travel. While the variety and scope of these programs are advantageous as they provide many options, the downside is that both organization and strong lines of communication seem to be lacking. Tying each of these programs together may allow for a more collaborative and consequently stronger effort overall.

=== Creativity and Innovation ===

Several programs exist that, without explicitly focusing on entrepreneurship, allow students to develop critical skills in innovation and creativity. Generally, these three programs provide resources, directions, and support for motivated students with a certain skill set. The [http://creativecomputing.nd.edu/ Center for Creative Computing] provides leadership and resources to students with advanced skills in technology. With these resources, students work in an inter-disciplinary effort to address tasks relating to the arts, humanities or social science. The [http://ndias.nd.edu/ Notre Dame Institute for Advanced Study] sponsors a group of Residential Fellowships that provide funding for students of all disciplines. With funding, students are encouraged to explore innovative and creative ideas that may align with the goals of the NDIAS. The Creativity and Innovation Club is uniquely a student-driven effort. As a club, members strive to facilitate and encourage creativity and innovation through various activities. 

=== [[File:Four horsemen society.jpg|thumb|Four horsemen society.jpg]]Explicitly Entrepreneurship ===

Beyond generally stimulating creativity and innovation, there are several groups on campus that explicitly focus on promoting entrepreneurship. As mentioned previously, the presence of four distinct programs allows for a variety of activities for a student to choose from. On the other hand though, there is overlap between programs and no strong line of communication. Hopefully our team may address these issues moving forward.

The first program is the [http://business.nd.edu/news_and_events/speaker_series/entrepreneurial_insights/ Entrepreneurial Insight Lecture Series] series. Run through the Mendoza School of Business, these lectures are held every couple of weeks and feature entrepreneurs, investors and business leaders. For students and prospective innovators, the series offers experience and advice concerning areas critical to the creation of new ventures. 

Second is the Business Action in Social Entrepreneurship (baseND) club. Organized and run by students, this club's mission is to build a firm business foundation for members and partners by solving real-world business problems; often these problems come from local and global for and non profit companies. This problem-solving feature allows the club to educate on business principles, provide real-world experience, and create positive social change in the community. 

Third, undergraduate students created an Entrepreneurship Society to foster the entrepreneurial spirit and ability of Notre Dame students. The group's leaders promote entrepreneurship through arranging guest speakers, devising new and creative ways to raise money to allow for students to experience the process of beginning a new venture, and providing resources for students with the desire to pursue a venture. 

Finally, the [https://www3.nd.edu/~horsemen/ Four Horsemen Society] is a group that came together over four entrepreneurial attributes, creativity, initiative, risk-taking and business strategy; their name alludes to the famous Notre Dame football players that made up the backfield of Knute Rockne's historic team. Intent on connecting and supporting every student and alumni with an interest in entrepreneurship in order to really take advantage of the resources at hand, the program believes in the idea of, "who can't resist the desire to change the world through the intertwining of creativity and business - in short, through entrepreneurship". 

=== Design Spaces ===

In addition to both student- and faculty-driven programs, Notre Dame has developed three unique spaces to foster entrepreneurship, innovation and design thinking. The first, housed in an Engineering building, is the Engingeer Design Deck, or N3D. This workspace allows for Engineering students to seek out resources and training and helps facilitate hand-on learning. Students can bring work from class, independent ventures, or simply big ideas. Second, the Notre Dame Hesburgh Library has developed the Center for Digital Scholarship. This recent addition employs state-of-the-art technologies to transform the way in which teaching, research, and scholarship are preformed and preserved. Finally, Debartolo Hall, a dedicated classroom building, has developed the Innovation Room in the basement. Several groups on campus - from administrative to learning center to building management - partnered together to develop this innovative, imaginative and active learning environment. Basing their designs off of similar rooms as Massachusetts Institute of Technology, the University of Minnesota and the University of Michigan, the room is intended to be as flexible as possible and to encourage active learning. 

== Events ==

Innovation at the University of Notre Dame begins with inspirational events that allow for the exchange of ideas on campus. The newly-launched TEDxUND event is one such platform for the Notre Dame community to start a dialogue about important topics such as microfinance, social media in the news, and volunteerism abroad. Resources such as the Center for Creative Computing and Residential Fellowships through the Institute for Advanced Study allow students to delve deeper into these issues. 

The Gigot Center for Entrepreneurship offers many other hands-on events to spark campus innovation. The Entrepreneurial Insight Lecture Series and the Irish Impact Social Entrepreneurship Conference engage students and faculty in entrepreneurial thinking from various perspectives. All on campus can take innovative action by participating in events such as the Ideas Challenge, the Hackathon, and Startup Weekend ND. Finally, early stage ventures can enter the McCloskey Business Plan Competition for a chance to launch with support from the Mendoza College of Business and Gigot Center for Entrpreneurship. 

== [[File:InnovationParkSign.jpg|thumb]]Resources ==

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.
<div>
The University of Notre Dame sports multiple resources for assisting undergraduate entrepreneurship. From our Mendoza College of Business, the Gigot Center for Entrepreneurship assists students with interests in pursuing start-ups as a career. However, recently the entrepreneurship major has been stricken from the curriculum, to be revised and implemented as a minor offered to all students at Notre Dame.

Center for Undergraduate Scholarly Engagement allows students to request funding and coaches students in grant and scholarship writing procedures. While the organization does favor Architecture and Business students (as this is usually their only source of extracurricular funding), Science, Engineering, and Arts and Letters students are also encouraged to apply as well.

The Kaneb Center for Teaching and Learning aims to enhance teaching diversity through professional development workshops. The center encompasses both faculty and graduate teaching, including training for graduate teaching assistants.

The Notre Dame Career Center helps students explore internship opportunities, create polished resumes, and coach mock interviews to facilitate success in any application process, whether it’s starting a career after graduation on gaining entry into that coveted corporation or graduate school.

The Kellogg Institute for International Studies at Notre Dame allow students to pursue research and internship opportunities beyond the United States, requiring only an in depth proposal and a letter of recommendation and pledge of supervision from a faculty member. Past projects have included studying the effects of relaxation on pain management in burn victims, defining motherhood in Third World environments, and even how graffiti can link to neighborhood development in Brazil.

If a project is already underway, Notre Dame provides mentorship and guidance from a business and legal aspect. The Fellow Irish Social Hub (FISH), a non-profit organization dedicated to developing social innovation into enterprises via its centralized infrastructure.

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.

The Irish Angels, a venture capitalist group, serves to offer start-up capital and mentorship to high potential companies just getting their bearings. The organization seeks to fund cutting-edge technological investments in the Internet & Mobile, Scientific & Medical, Social Enterprise, Software, or Special Markets sectors.
</div>
== Institutional I&E ==

=== Entrepreneurial Framework ===

The hub of entrepreneurship at Notre Dame is the Gigot Center for Entrepreneurship in the Mendoza College of Business. In the Gigot Center is housed the Entrepreneurship Major/Minor, the Entrepreneurship Advisory Board, and the Entrepreneurs in Residence. The Gigot Center is also home to many of the entrepreneurial programs and events on campus, including Irish Impact and the McCloskey Business Plan Competition. Outside of the Gigot Center, there exist several research facilities on campus, including the Galvin Center for the Life Sciences, Stepan Biochemistry Research Facility, Harper Cancer Research Institute, Stinson-Remmick Engineering Research, and Fitzpatrick Hall of Engineering.  Notre Dame is especially known for its research in the growing fields of nanotechnology and sustainable energy. 

=== Future Directions ===

Recognizing the importance of innovation and entrepreneurship for the future, the university has promoted current Dean of the College of Science, [http://science.nd.edu/about/office-of-the-dean/crawford/ Dr. Gregory Crawford], to the position of Vice President and Associate Provost of Notre Dame. His charge in the coming years will be to expand Notre Dame to the West Coast by promoting collaboration with companies in Silicon Valley and San Francisco. As faculty administrators work to create opportunities and partnerships in California, there is no better time than now to evaluate the current campus landscape and culture to further promote innovation in the future. 

== ND I&E Landscape Analysis ==

[https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0 https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0]

== Related Links ==

[[University of Notre Dame Student Priorities|University of Notre Dame Student Priorities]]

'''Fall 2014 Candidates from Notre Dame:'''

[[Jeff Hansen|Jeff Hansen]]

[[Jonathan Jou|Jonathan Jou]]

[[Elena Brindley|Elena Brindley]]

[[Mark Brahier|Mark Brahier]]

Fellow:Elena Brindley

2014-09-29T03:27:55Z

Elena.brindley:

[[File:ElenaBrindley.jpeg|thumb|ElenaBrindley.jpeg]]Elena Brindley is a senior Biology student and undergraduate researcher at the University of Notre Dame. She has over 3 years of laboratory experience and serves as a student leader in various capacities. Her previous research experiences include a Summer Undergraduate Research Fellowship studying protein interactions and crystallization at Drexel University College of Medicine in the Department of Biochemistry and Molecular Biology, a Summer Scholars Fellowship studying neural crest cell migration at the Stowers Institute for Medical Research in Kansas City, MO, and Undergraduate Research examining mosquito vision and behavior at the University of Notre Dame in the Department of Biological Sciences, for which she was named a Hoffman scholar. 

Because of her passionate dedication to her school, she strives to promote involvement in many campus groups. She currently serves as Co-President of the Biology Club, enjoys singing the Voices of Faith Gospel Choir, and works on the student First Aid team. As a member of the Women's Rowing team, she also serves as a leader within the student athlete community and represents her team on the Student Athlete Advisory Council. As a result of her involvement and leadership on campus, she had the privilege of being awarded a Hipp-Beeler Scholarship in 2014. 

Currently, as a member of the University Innovation Fellows training program, she is collaborating with a team of fellow students to engage the entire campus in innovative thinking and promote entrepreneurship and creative problem-solving among students of all disciplines. She is very excited and honored to join the University Innovation Fellows team and is looking forward to promoting innovation on campus.

School:University of Notre Dame

2014-09-14T21:52:53Z

Elena.brindley:

== [[File:ND.jpeg|thumb]]Overview ==

The University of Notre Dame UIF team consists of four Biological Sciences majors striving to assess and improve the innovation and entrepreneurship landscape on campus. Our search has led us to analyze courses, clubs, workshops, competitions, programs and more that are aligned in the quest to galvanize the innovative and entrepreneurial thinking on campus. By conducting such a thorough investigation, we now may realize deficiencies and work to fill in these gaps, create infrastructure to connect disjointed efforts, and reach more students with the hope of generating a higher level of creativity.

== Academics ==

=== Undergraduate Course Offerings ===

A survey of the course offerings at Notre Dame reveals the presence of entrepreneurial classes as well as courses that incorporate an innovative approach. These courses span several departments and fields of study, including Entrepreneurship, Biological Sciences, Engineering, Energy Studies, and Sustainability. Many of these courses are cross-listed, but not all undergraduates have access to a course in entrepreneurship as of Fall 2014. [http://business.nd.edu/gigot_center/ The Gigot Center for Entrepreneurship] offers a Management-Entrepreneurship Major, but it is in the process of being phased out due to low demand. In its place will be an Entrepreneurship Minor accessible first by Business students and eventually to all students. The following list details the I&E and experiential courses offered to Notre Dame undergraduates:

*BAEN 30500 Intro to Entrepreneurship
*BAEN 30505 Social Entrepreneurship
*BAEN 30506 Microventuring Consulting
*BAEN 30510 Entrepreneurship: Go to Market
*BAEN 30520 Funding New Ventures
*BAEN 40420 Innovation and Design
*BAEN 40530 Legal Issues: Entrepreneurship
*BAEN 40570 Sales Management for Entrepreneurs
*Biological Sciences Cell Biology Special Studies Lab
*Energy and Society
*Energy Studies Minor Capstone
*Engineering Senior Design Project
*Engineering SteamND
*Leadership Laboratory
*Mathematical/Computational Modeling
*Sustainability: Principles and Practice
*People, Environment, Justice
*Self, Society, and Environment
*Topics in Global Health

=== Graduate Course Offerings ===

Notre Dame offers several graduate programs related to entrepreneurship, most notably the [http://esteem.nd.edu/b/?utm_expid=31001382-0.sFQ1eHjKStSxwlM3_pjKYg.1&utm_referrer=https%3A%2F%2Fwww.google.com%2F ESTEEM Masters of Entrepreneurship] program that educates where Science and Engineering meet Business, Innovation, and Entrepreneurship. The goal of the ESTEEM Program is to help students with backgrounds in science or engineering take the next step into the business world with their products and services. Additionally, the university offers a [http://patentlaw.nd.edu/mspl/ Masters in Patent Law] through the Law School. The following courses are offered at the graduate level:

*ESTM 60102 Tech. Bus. Fund. Tech. Mkt.
*ESTM 60105 Business Law
*ESTM 60108 Technology and Ethics II
*ESTM 60109 Lean Startup
*ESTM 60207 Tech and Bus Presentations
*ESTM 60209 Statistics 2.0
*ESTM 60210 Data Analytics 101
*ESTM 61201 Design Entrepreneurship
*ESTM 63601 Entrepreneurship Bootcamp

=== Programs and Certificates ===

In addition to the option of Majoring/Minoring in Entrepreneurship as an undergraduate and pursuing a Masters in Entrepreneurship or Patent Law at the graduate level, students have access to several Certificates at Notre Dame. These include: [http://science.nd.edu/news/34592-scientific-and-medical-leadership-course-shows-new-opportunities-to-undergraduates/ Scientific Medical Leadership Certificate] (One day workshop), Intro to Patent Law Certificate (seminar), and numerous experiential-learning seminars.

== Programs ==

On the campus of Notre Dame, there are a number of programs that have been developed to galvanize the entrepreneurial ecosystem. Ranging from efforts to boost creative and innovative thinking to efforts that explicitly focus on entrepreneurship, there are many avenues down which an interested student may travel. While the variety and scope of these programs are advantageous as they provide many options, the downside is that both organization and strong lines of communication seem to be lacking. Tying each of these programs together may allow for a more collaborative and consequently stronger effort overall.

=== Creativity and Innovation ===

Several programs exist that without explicitly focusing on entrepreneurship, allow students to develop critical skills in innovation and creativity. Generally, these three programs provide resources, directions, and support for motivated students with a certain skill set. The [http://creativecomputing.nd.edu/ Center for Creative Computing] provides leadership and resources to students with advanced skills in technology. With these resources, students work in an inter-disciplinary effort to address tasks relating to the arts, humanities or social science. The [http://ndias.nd.edu/ Notre Dame Institute for Advanced Study] sponsors a group of Residential Fellowships that provide funding for students of all disciplines. With funding, students are encouraged to explore innovative and creative ideas that may align with the goals of the NDIAS. The Creativity and Innovation Club is uniquely a student-driven effort. As a club, members strive to facilitate and encourage creativity and innovation through various activities. 

=== [[File:Four horsemen society.jpg|thumb|Four horsemen society.jpg]]Explicitly Entrepreneurship ===

Beyond generally stimulating creativity and innovation, there are several groups on campus that explicitly focus on promoting entrepreneurship. As mentioned previously, the presence of four distinct programs allows for a variety of activities for a student to choose from. On the other hand though, there is overlap between programs and no strong line of communication. Hopefully our team may address these issues moving forward.

The first program is the [http://business.nd.edu/news_and_events/speaker_series/entrepreneurial_insights/ Entrepreneurial Insight Lecture Series] series. Run through the Mendoza School of Business, these lectures are held every couple of weeks and feature entrepreneurs, investors and business leaders. For students and prospective innovators, the series offers experience and advice concerning areas critical to the creation of new ventures. 

Second is the Business Action in Social Entrepreneurship (baseND) club. Organized and run by students, this club's mission is to build a firm business foundation for members and partners by solving real-world business problems; often these problems come from local and global for and non profit companies. This problem-solving feature allows the club to educate on business principles, provide real-world experience, and create positive social change in the community. 

Third, undergraduate students created an Entrepreneurship Society to foster the entrepreneurial spirit and ability of Notre Dame students. The group's leaders promote entrepreneurship through arranging guest speakers, devising new and creative ways to raise money to allow for students to experience the process of beginning a new venture, and providing resources for students with the desire to pursue a venture. 

Finally, the [https://www3.nd.edu/~horsemen/ Four Horsemen Society] is a group that came together over four entrepreneurial attributes, creativity, initiative, risk-taking and business strategy; their name alludes to the famous Notre Dame football players that made up the backfield of Knute Rockne's historic team. Intent on connecting and supporting every student and alumni with an interest in entrepreneurship in order to really take advantage of the resources at hand, the program believes in the idea of, "who can't resist the desire to change the world through the intertwining of creativity and business - in short, through entrepreneurship". 

=== Design Spaces ===

In addition to both student- and faculty-driven programs, Notre Dame has developed three unique spaces to foster entrepreneurship, innovation and design thinking. The first, housed in an Engineering building, is the Engingeer Design Deck, or N3D. This workspace allows for Engineering students to seek out resources and training and helps facilitate hand-on learning. Students can bring work from class, independent ventures, or simply big ideas. Second, the Notre Dame Hesburgh Library has developed the Center for Digital Scholarship. This recent addition employs state-of-the-art technologies to transform the way in which teaching, research, and scholarship are preformed and preserved. Finally, Debartolo Hall, a dedicated classroom building, has developed the Innovation Room in the basement. Several groups on campus - from administrative to learning center to building management - partnered together to develop this innovative, imaginative and active learning environment. Basing their designs off of similar rooms as Massachusetts Institute of Technology, the University of Minnesota and the University of Michigan, the room is intended to be as flexible as possible and to encourage active learning. 

== Events ==

Innovation at the University of Notre Dame begins with inspirational events that allow for the exchange of ideas on campus. The newly-launched TEDxUND event is one such platform for the Notre Dame community to start a dialogue about important topics such as microfinance, social media in the news, and volunteerism abroad. Resources such as the Center for Creative Computing and Residential Fellowships through the Institute for Advanced Study allow students to delve deeper into these issues. 

The Gigot Center for Entrepreneurship offers many other hands-on events to spark campus innovation. The Entrepreneurial Insight Lecture Series and the Irish Impact Social Entrepreneurship Conference engage students and faculty in entrepreneurial thinking from various perspectives. All on campus can take innovative action by participating in events such as the Ideas Challenge, the Hackathon, and Startup Weekend ND. Finally, early stage ventures can enter the McCloskey Business Plan Competition for a chance to launch with support from the Mendoza College of Business and Gigot Center for Entrpreneurship. 

== [[File:InnovationParkSign.jpg|thumb]]Resources ==

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.
<div>
The University of Notre Dame sports multiple resources for assisting undergraduate entrepreneurship. From our Mendoza College of Business, the Gigot Center for Entrepreneurship assists students with interests in pursuing start-ups as a career. However, recently the entrepreneurship major has been stricken from the curriculum, to be revised and implemented as a minor offered to all students at Notre Dame.

Center for Undergraduate Scholarly Engagement allows students to request funding and coaches students in grant and scholarship writing procedures. While the organization does favor Architecture and Business students (as this is usually their only source of extracurricular funding), Science, Engineering, and Arts and Letters students are also encouraged to apply as well.

The Kaneb Center for Teaching and Learning aims to enhance teaching diversity through professional development workshops. The center encompasses both faculty and graduate teaching, including training for graduate teaching assistants.

The Notre Dame Career Center helps students explore internship opportunities, create polished resumes, and coach mock interviews to facilitate success in any application process, whether it’s starting a career after graduation on gaining entry into that coveted corporation or graduate school.

The Kellogg Institute for International Studies at Notre Dame allow students to pursue research and internship opportunities beyond the United States, requiring only an in depth proposal and a letter of recommendation and pledge of supervision from a faculty member. Past projects have included studying the effects of relaxation on pain management in burn victims, defining motherhood in Third World environments, and even how graffiti can link to neighborhood development in Brazil.

If a project is already underway, Notre Dame provides mentorship and guidance from a business and legal aspect. The Fellow Irish Social Hub (FISH), a non-profit organization dedicated to developing social innovation into enterprises via its centralized infrastructure.

Outfitted with a well-staffed Innovation Park dedicated to nurturing start-up ventures, Notre Dame creates an environment for small companies to grow alongside others. However, the distance between campus and Innovation Park and lack of courses taught there does keep undergraduates away from the resources offered.

The Irish Angels, a venture capitalist group, serves to offer start-up capital and mentorship to high potential companies just getting their bearings. The organization seeks to fund cutting-edge technological investments in the Internet & Mobile, Scientific & Medical, Social Enterprise, Software, or Special Markets sectors.
</div>

== Institutional I&E ==

=== Entrepreneurial Framework ===

The hub of entrepreneurship at Notre Dame is the Gigot Center for Entrepreneurship in the Mendoza College of Business. In the Gigot Center is housed the Entrepreneurship Major/Minor, the Entrepreneurship Advisory Board, and the Entrepreneurs in Residence. The Gigot Center is also home to many of the entrepreneurial programs and events on campus, including Irish Impact and the McCloskey Business Plan Competition. Outside of the Gigot Center, there exist several research facilities on campus, including the Galvin Center for the Life Sciences, Stepan Biochemistry Research Facility, Harper Cancer Research Institute, Stinson-Remmick Engineering Research, and Fitzpatrick Hall of Engineering.  Notre Dame is especially known for its research in the growing fields of nanotechnology and sustainable energy. 

=== Future Directions ===

Recognizing the importance of innovation and entrepreneurship for the future, the university has promoted current Dean of the College of Science, [http://science.nd.edu/about/office-of-the-dean/crawford/ Dr. Gregory Crawford], to the position of Vice President and Associate Provost of Notre Dame. His charge in the coming years will be to expand Notre Dame to the West Coast by promoting collaboration with companies in Silicon Valley and San Francisco. As faculty administrators work to create opportunities and partnerships in California, there is no better time than now to evaluate the current campus landscape and culture to further promote innovation in the future. 

== ND I&E Landscape Analysis ==

https://docs.google.com/a/nd.edu/spreadsheet/ccc?key=0AtGRsz4i6ggadDAzQTFkM0dUNGlNVHFFYlFfOFdQZWc&usp=drive_web#gid=0

== Summary ==

== Additional Links ==

Fall 2014 Candidates from Notre Dame:

[[Jeff Hansen|Jeff Hansen]]

[[Jonathan Jou|Jonathan Jou]]

[[Elena Brindley|Elena Brindley]]

[[Mark Brahier|Mark Brahier]]

Fellow:Elena Brindley

2014-09-11T17:22:31Z

Elena.brindley: Created page with "ElenaBrindley.jpeg<span style="color: rgb(51, 51, 51); font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px; line-hei..."

File:ElenaBrindley.jpeg

2014-09-11T17:17:49Z

Elena.brindley: University of Notre Dame, UIF Fall 2014

University of Notre Dame, UIF Fall 2014