University Innovation Fellows - User contributions [en]

School:Georgia Institute of Technology

2017-10-20T02:45:21Z

Mlim45:

= Background =

In April 2010, more than 140 leaders from higher education endorsed and submitted a letter to then Commerce Secretary Gary Locke through his National Advisory Council on Innovation and Entrepreneurship (NACIE). These leaders, including Georgia Tech’s president, G.P. “Bud” Peterson, committed to work more closely with industry, private foundations, investors, and local, state, and federal governments to promote innovation, entrepreneurship, and the commercialization of research results. Underlying their commitment was a willingness to employ strategies, enhance existing activities, and expand efforts in several areas, including:

*Promoting student innovation and entrepreneurship
*Encouraging faculty innovation and entrepreneurship
*Actively supporting the university technology transfer function
*Facilitating university – industry collaboration
*Engaging with regional and local economic development efforts

 The Department of Commerce’s Office of Innovation and Entrepreneurship (OIE) recently followed up with the signatories to better understand their efforts to embody and implement the ideas contained within the letter, as well as to improve their ability to develop policies and programs that support innovation, entrepreneurship, and the commercialization of research results. OIE is conducting phone calls with every respondent to discuss their strategies and develop a general outline of each of their initiatives. 

For a select few institutions, including some who did not sign the NACIE letter, OIE has conducted a more thorough exploration of their strategies and initiatives. The goals of these “deep dives” are to discuss the historical and cultural context for the relevant work being done at leading institutions, highlight innovative practices, and uncover future trends. Through this exploration, OIE will be better equipped to advise on policies and develop future programs.

= Georgia Tech Campus Landscape =

The University Innovation Fellows of GT 2014 and 2015, created a campus map that guides students on the ways they can engage in innovation and entrepreneurship on campus. 

To view the complete landscape canvas for Georgia Tech's campus, and surrounding Atlanta area, please follow the link below:

GT 2014 - [https://docs.google.com/spreadsheet/ccc?key=0AkIeZwL27QHbdFY5bXZtWkZJcUhFQ0JiN2ZwbVZtclE&usp=drive_web#gid=0 https://docs.google.com/spreadsheet/ccc?key=0AkIeZwL27QHbdFY5bXZtWkZJcUhFQ0JiN2ZwbVZtclE&usp=drive_web#gid=0]

GT 2015 - [https://docs.google.com/presentation/d/1FdeurpjypjVfQEM8I6c71komCnjwX0CkeijiY-AeVMg/edit#slide=id.gded0dd295_2_14 https://docs.google.com/presentation/d/1FdeurpjypjVfQEM8I6c71komCnjwX0CkeijiY-AeVMg/edit#slide=id.gded0dd295_2_14]

GT 2016 - [https://drive.google.com/folderview?id=0B844vlWIDJatbmdlX19lMnppV2s&usp=sharing&tid=0B9GRsz4i6ggaaEF0SnMya0ctc3c&nbsp https://drive.google.com/folderview?id=0B844vlWIDJatbmdlX19lMnppV2s&usp=sharing&tid=0B9GRsz4i6ggaaEF0SnMya0ctc3c&nbsp]

GT 2017 - [https://docs.google.com/spreadsheets/d/13vMBxhUjq3eFB8fDV7iE9fPZbss0PuwveCds26xx5c4/edit#gid=0 https://docs.google.com/spreadsheets/d/13vMBxhUjq3eFB8fDV7iE9fPZbss0PuwveCds26xx5c4/edit#gid=0]

GT 2017 FALL - https://docs.google.com/spreadsheets/d/1ne5M0NIz3XVB7avKgPQtbU0wJ8IOrMpCoWQnDn1hk2s/edit#gid=0

= Overview – A Focus on Industry and Collaboration4 =

The Georgia Institute of Technology (Georgia Tech), a public research university in Atlanta, Georgia, is part of the University System of Georgia. Established in the 1880s on the heels of the Industrial Revolution, Georgia Tech’s mission has always focused on assisting industry. For example, the university’s basic and applied research efforts have been instrumental for the global aerospace industry, with Georgia Tech scientists playing key roles in the development of radar and other flight technologies. Georgia Tech focuses intently on the basic-to-applied research continuum throughout its comprehensive research programs in engineering, physical and life sciences, computing, and policy. Georgia Tech’s Strategic Vision and Plan () infuses a focus on innovation and entrepreneurism across the spectrum of basic and applied research as well as in its educational programs. Viewed in broad themes, research at Georgia Tech includes work in:

*Big Data;
*Biotechnology and Biomedicine;
*Electronics and Nanotechnology;
*Manufacturing, Trade, and Logistics;
*Materials;
*National Security;
*Paper and Science Technology;
*People and Technology;
*Public Service, Leadership, and Policy;
*Robotics;
*Sustainable Infrastructure and Energy; and
*Systems.

 Georgia Tech’s culture embodies a collaborative approach. It enlists outside partners and contributors including academic, governmental, industry, and nonprofit institutions in an effort to better understand and ensure the benefit of research to the nation. In 1937, Georgia Tech established what is now the Georgia Tech Research Corporation (GTRC), an internal outpost for engineering experimentation and entrepreneurial applications of engineering, science, and technology. Georgia Tech also operates the oldest and largest university-based business incubator in the United States, the Advanced Technology Development Center, which was established in the 1980s to provide a range of services and facilities for entrepreneurs to launch and build new companies. Recognized by Forbes in 2010, the Advanced Technology Development Center has graduated 143 new companies, which have helped create millions of dollars in revenues and which together have attracted nearly $2.5 billion in capital activity. Capital activity includes venture capital funding, other investment, and the value of mergers and acquisitions.

Georgia Tech incorporates several strategies to ensure that it continually improves and expands its services to industry. To ensure it meets its fiduciary responsibilities and maintains public trust and confidence, the university continually strives to reduce bureaucratic barriers and modify underperforming initiatives. For example, the university has launched the Georgia Tech Integrated Program for Startups, GT:IPS™, which combines a streamlined licensing program with organized support for faculty and student inventor-entrepreneurs. The program provides information and education for entrepreneurs to help them form stronger, more successful companies, and the streamlined GT:IPS license agreement helps simplify negotiations and “take the drama off the table.”

Three of Georgia Tech’s more recent initiatives to promote innovation and entrepreneurship based on broad stakeholder partnerships include Flashpoint, NSF I-Corps, and the Global Center for Medical Innovation. Flashpoint, a Georgia Tech startup accelerator program established in 2011, encourages basic and applied research and facilitates their transfer to the marketplace through entrepreneurial education and access to experienced mentors, experts, investors, and stars in an open, immersive, shared-learning workspace.

In July 2012, Georgia Tech was named as a node for the National Science Foundation’s I-Corps program. NSF Director Subra Suresh describes I-Corps as a program to “leverage productive public-private partnerships and extend the impact of fundamental research discoveries.” He noted that it has “inspired the research and business communities to collaborate in new ways.” Georgia Tech is serving as a teaching site for the hands-on I-Corps curriculum.

Finally, the Global Center for Medical Innovation, which opened in 2012 with support from the Economic Development Authority’s i6 Program, will bring together core members of the medical device community — including universities, research centers, clinicians, established device and drug companies, investors, and early-stage companies — with the goal of accelerating the commercialization of innovative medical technology.

The NACIE commitment letter was broadly disseminated to Georgia Tech faculty and administrators and elicited general consensus prior to President Peterson’s endorsement. University stakeholders who were invited to review and comment on the letter were found to be already committed to its expressed ideas and goals. The letter’s real impact was to add “force” and “intentionality” to Georgia Tech’s innovation, entrepreneurship, and tech transfer strategic vision by providing a time scale for faculty and administration efforts, documenting their commitment, and holding them accountable.

Innovation and entrepreneurism are hallmarks of educational programs as well as research and technology transfer. Problem-based learning gives students an opportunity to develop ideas and technologies within their disciplines, and increasingly, activities such as the General Electric Smart Grid Challenge () provide a venue for companies to explore disruptive concepts through student engagement.

Over the past few years, Georgia Tech's entrepreneurial ecosystem has been growing rapidly, with both, faculty led and student led initiatives. There are startup clubs, startup discussions and even new funds through Georgia Tech that foster student innovation and encourage students to develop their idea/innovations into marketable products.

Below is an enumeration of several Georgia Tech programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

Students at Georgia Tech are an active part of research and discovery. In fact, over 70 percent of invention disclosures name one or more students among the inventors. As part of a broader effort to foster innovation and entrepreneurship within its student community, Georgia Tech has several initiatives, including:

*'''Georgia Tech Invention Studio '''— student-run design-build-play space open to all Georgia Tech students. It is staffed by University Lab Instructors, student volunteers who are on hand to train new students on machines and help with invention prototypes.The space provides resources for designing, prototyping, and sharing ideas through workshops, vendor networks, experienced guidance, and access to cutting edge machines.<div> </div><div> </div>
*'''Georgia Tech Integrated Program for Startups, GT:IPS''' — An initiative that supports faculty and student inventor-entrepreneurs through two components: '''''GT:IPS Facilitation''''', a graduated program of support, information, and education for new company founders; and '''''GT:IPS License''''', which offers the same terms to all Georgia Tech startups in the same field and provides them with transparency into Georgia Tech Research Corporation’s (GTRC) licensing processes.

 

*'''InVenture™ Prize —''' An annual competition that inspires undergraduate teams to create inventions that will be judged by experts for more than $30,000 in cash prizes from Georgia Tech and sponsoring corporations. First and second place winners receive patent filings funded by GTRC, and in March 2011, a “People’s Choice” award was sponsored by NCR Corporation.

 

*'''TI:GER''' — An award-winning program and partnership between Georgia Tech and Emory University School of Law that brings together PhD, MBA, and law students to experience the challenges of commercializing innovative technologies. Now approaching its 10th anniversary in 2012, TI:GER is expanding to global entrepreneurship and has become an established part of the entrepreneurial education of graduate students on both campuses.

 

*'''Business Plan Competition''' — An annual competition, now in its 11th year, held by the Scheller College of Business and the Institute for Leadership and Entrepreneurship to foster entrepreneurship among Georgia Tech students and recent alumni. Since its inception, more than 650 participants have received approximately $570,000 in cash and services, and each year several teams launch companies to take their product concepts to market. To date, eight winning teams have been accepted into Georgia Tech’s Advanced Technology Development Center.

 

*'''Ideas to SERVE (I2S)''' — An annual competition of ideas where creativity, imagination, and the use of technology are applied innovatively to solve community and social issues and sustain the environment. Started as a specialty track of the Business Plan Competition in 2009, I2S has quickly grown into a separate event, contributing to Georgia Tech’s portfolio of programs that foster entrepreneurship. I2S is open to Georgia Tech students and recent alumni.

*'''Georgia Tech Starter '''— The world’s first peer-reviewed, university-based crowdfunding platform for science and engineering projects. It is a platform for students, scientists, and engineers to engage directly with the world wide community, and to receive market feedback on their projects. GaTechStarter is also an experiment to see if the world is ready for a more active role in the scientific process. 

*'''Startup Summer '''— A GT program that offers student teams $20,000 and mentorship over the summer to pursue their startup with a full time commitment. This program is entering its second year with the summer of 2016.

*'''Startup Semester '''— This is a student run program conducted during the semester, and aims to provide entrepreneurship education, guidance, and mentorship to students with ideas, and a motivation to pursue them.

*'''Startup Exchange''' — This is a student run organization that meets weekly, and organizes huddles and meetups with other student entrepreneurs, students looking to be entrepreneurs and successful entrepreneurs from the Atlanta area.

*'''Idea to Prototype''' - This is a GT run program that offers course credit, research grants and faculty mentorship to student teams that want to pursue their idea and turn it into an actual product, over a period of 1-2 semesters.

*'''MIS Business Plan Competition''' - This is a business plan competition organized every semester, by the new Management Information Systems club at GT. It is judged by industry professionals from companies like Bank of America and Deloitte.

*'''3 Day Startup''' - This is a traditiional 3-day startup initiative at GT, organized every semester. Students and professionals (selected through an application) get together and try to build a business in 72 hours.

*'''Global Social Venture Challenge''' - This is a global competition for student entrepreneurs in the social sector. Georgia Tech is the East Coast hub of the GSVC, with Berkeley in the West Coast.

*'''Convergence Innovation Competition''' - This is a technology innovation competition organized by the GT RNOC every semester, in to foster innovation in specific areas of technology, like telecommunications and transport. [http://cic.gatech.edu/ http://cic.gatech.edu/]
*'''Design Bloc''' – A classroom and prototyping space that emphasizes design thinking through design behavior. The 5 tenants that students are taught are Empathy, Rapid Iteration, Contextual Awareness, Entrepreneurial Spirit and Creative Craft.

= Faculty Entrepreneurship =

Georgia Tech has several awards and programs to incentivize faculty to mentor graduate students, or themselves, to pursue innovative research and entrepreneurial ideas. These include:

*'''Bio-impact Commercialization Team (BCT)''' — An initiative focusing on research in biomedicine whereby faculty members and the venture capital community work closely with experts in the biomedical device space to facilitate translational research and commercialization. The Wallace H. Coulter Foundation will fund the BCT’s translational research and development projects.

 

*'''The Georgia Tech Fund for Innovation in Research and Education (GT FIRE)''' — A program that facilitates planning for large extramural proposals — those of strategic value to the Institute that have more than $500,000 in direct costs per year—and provides support for feasibility studies of transformative ideas in research and/or education. This past spring, faculty submitted 42 transformative proposals, from which three research-related ideas and four education-related ideas were selected for funding.

*'''I Corps '''- The [http://venturelab.gatech.edu/nsf-innovation-corps Innovation Corps (I-Corps)] teaches National Science Foundation (NSF) grantees to identify valuable product opportunities that can emerge from academic research and offers entrepreneurship training to student participants. I-Corps is a public-private partnership that prepares students to extend your focus beyond the laboratory by broadening the impact of select, NSF-funded basic-research projects.  The primary goal of I-Corps is to foster entrepreneurship that will lead to the commercialization of technology that has been supported by NSF-funded research.

*'''Humanitarian Design and Engineering Studio''' - [http://www.catea.gatech.edu/rearlab.php The Rehabilitation Engineering and Applied Research (REAR) Lab] undertakes applied research and device development targeting the increased heath and function of persons with disabilities. Specific areas of interest include: wheeled mobility and seating, pressure ulcer prevention and treatment; design of diagnostic tissue interrogation devices; design of assistive technology.

*'''Enterprise Innovation Institute - '''Enterprise Innovation Institute is Georgia Tech’s chief business outreach and economic development organization. The core mission is to help business, industry, entrepreneurs, and economic developers across Georgia grow and remain competitive.

= University Technology Transfer Functions =

*'''The Georgia Tech Research Corporation (GTRC)''' — The contracting entity responsible for several of the university’s tech transfer and licensing processes. GTRC also aims to accelerate the formation of robust Georgia Tech spinout companies and broaden participation in entrepreneurship among faculty and students. In addition, GTRC has revised master agreement terms and developed new template agreements to meet the needs of industry sponsors as technologies progress in development.

 

*'''Georgia Tech VentureLab''' — A one-stop-shop providing comprehensive assistance to faculty, research staff, and  students who want to take their technology innovations from the laboratory to the commercial market. VentureLab specialists help these innovators “start up” by assisting in business plan development, connecting them with experienced entrepreneurs, and locating sources of early-stage financing, including seed grants from the Georgia Research Alliance. The program has fostered, on average, one new spinout each month over the last three years.

 

*'''Georgia Tech Edison Fund — '''A source for modest investments into early-stage technology startups that have a strong connection to Georgia Tech. This fund makes use of targeted charitable contributions from Georgia Tech alumni and friends.

*'''Flashpoint  — '''Flashpoint creates better startups, faster, welcoming committed founders with domain knowledge and a passoin for responding to the needs of their customers. Flashpoint helps shape startups with true market + product fit, reduced risks, lower costs, and a better chance of high quality success. Flashpoint is not classfified as an incubator nor accelerator, but rather a rigorous management and education program that works closely with founders to creat companies.

*'''Advanced Technology Development Center (ATDC) - '''ATDC is a startup incubator at Georgia Tech that helps technology entrepreneurs in Georgia launch and build successful companies. Headquartered in Atlanta's Technology Square, ATDC serves as the hub for technology entrepreneurship in Georgia. ATDC Select is a three-year incubator program for high potential technology companies.  

= University-Industry Collaboration =

*'''University-Industry Demonstration Partnership (UIDP)''' — An activity of the National Academies that works to demonstrate innovative approaches to research engagement and improve relationships with private industry for research and commercialization of inventions. Georgia Tech has been a member and active participant since the UIDP was founded in 2005. The recently published Researcher Guide, a collaborative effort of UIDP university and industry members, provides information for university and company scientists and engineers who wish to engage in sponsored or collaborative research.

 

*'''The Office of Industry Collaborations and Affiliated Licenses (ICAL)''' — An organization that works in close coordination with faculty, academic units, and university offices, including the Office of Sponsored Programs, Office of Innovation Commercialization and Translational Research, Enterprise Innovation Institute (EI²), and Advanced Technology Development Center, in their partnerships with private industry to help promote industry-sponsored research and further technology commercialization. Types of agreements facilitated by ICAL include nondisclosure, industry collaboration, consortium, memorandum of understanding, center bylaws, testing, and SBIR.

 

= Regional and Local Economic Development =

An economic impact study by the Selig Center for Economic Growth at the University of Georgia’s Terry College of Business indicates that Georgia Tech made a $2.3 billion economic impact during the fiscal year 2011, the highest of any institution in the University System of Georgia (USG). The study also found that Georgia Tech generated 18,640 full- and part-time jobs. Most of the economic impact in the study consists of initial spending by USG institutions for salaries and benefits, supplies and expenses, and other budgeted expenditures, as well as spending by students who attend the institutions.

Georgia Tech also impacts the local and regional economy in several others ways, including:

*Research partnerships with business and industry in the state of Georgia and throughout the Southeast;
*Economic development services to help make Georgia’s small and medium-sized businesses and communities more innovative and efficient;
*The more than 48,000 Georgia Tech alumni who live and work in the state;
*Research labs that produce more than 300 invention disclosures annually;
*A strong patent portfolio, ranked eighth among the top 124 universities according to the 2009 Universities Patent Scorecard;
*Spinning off an average of ten new companies a year;
*The Economic Development Authority i6 grant, which we received in 2010 to support innovation and entrepreneurship and boost the quality of high-growth startups in the region. EDA funding has helped advance economic development activities through Georgia Tech’s University Center of Excellence and also through a recent Jobs Accelerator award, where Georgia Tech partners with Gwinnett Tech to prepare students for work in health information technology; and
*EI2, which serves Georgia through a network of industry specialists located in nine regions throughout the state. These specialists provide local businesses with direct technical and engineering assistance, professional education courses, networking opportunities, and connections to Georgia Tech resources.

 

During fiscal year 2011 alone, Georgia Tech’s Enterprise Innovation Institute (EI2):

*Evaluated 219 Georgia Tech innovations and helped form 17 new companies based on this intellectual property, which attracted nearly $100 million in investment;
*Helped manufacturing companies reduce operating costs by $35 million, increase sales by $191 million, and create or save 950 jobs through the Georgia Manufacturing Extension Partnership program, a program funded by the National Institute of Standards and Technology Manufacturing Extension Partnership, the state of Georgia, and industry clients;
*Assisted 493 start-up technology companies through the Advanced Technology Development Center. These companies attracted nearly $100 million in venture capital investment and mergers/acquisitions; and

*Helped Georgia companies win $492 million in government contracts, creating an estimated 9,843 jobs through the Georgia Tech Procurement Assistance Center. 

 

= Deep-Dive Questions =

*Is innovation an integral part of Georgia Tech’s institutional culture?
**How can Georgia Tech's focus be shifted more towards innovation?
**Is it possible to do the same for entrepreneurship?
*Why is it important? And how does it influence entrepreneurship and tech transfer?
*How do you envision your program in the future?
*What is your vision for each of the case study’s buckets?
*How does your institution leverage (or intend to leverage) geographic endowment?
*Are your innovation, entrepreneurship, and tech transfer programs integrated?
<ul style="margin-left: 40px; list-style-type: circle;">
<li>Why, or why not?</li>
</ul>

*Are there any unique successes (and or challenges) you may wish to highlight?
*What can be done to alter the student and faculty mindset on campus, to make it more entrepreneurial in its entirety?
*Since GT is so industry focused, how can that be used to motivate innovation on campus?

 

= Conclusion =

The Georgia Institute of Technology is a top-10 public research university and an Association of American Universities (AAU) member school. Jilda Garton’s comments have been instructive in better understanding Georgia Tech’s many entrepreneurship, research, and technology transfer programs, in addition to the impact of the NACIE commitment letter in framing Georgia Tech’s strategic plans and institutional culture.

The Georgia Tech entrepreneurship ecosystem is well in its advanced stages, yet it lacks in some minor areas. When addressed, GT will truly be an entrepreneurial campus, where every student can pursue entrepreneurship without any fear, and with the full support of all around them.

The Office of Innovation and Entrepreneurship thanks Georgia Tech’s assistance with this case study and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div> 
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<div id="ftn1">
4Comments By Jilda D. Garton, Vice Provost for Research, General Manager, GTRC and GTARC
</div></div><div> 
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<div id="edn1">
New Entrepreneurship & Innovations Programs:
</div><div id="edn2">
New Entrepreneurship & Innovations Programs:
</div><div id="edn3">
The Office of Industry Collaborations and Affiliated Licenses (ICAL):
</div><div id="edn4">
Economic Impact of University System Reaches $13.2 Billion: www.usg.edu/news/release/economic_impact_of_university_system_reaches_13.2_billion
</div><div id="edn5">
Tech's Economic Impact on Georgia:

 Source: "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus", Department of Commerce, October 2013.
</div></div>
= Related Links =

[[Georgia Institute of Technology Student Priorities]]

University Innovation Fellows

Spring 2017:

[http://universityinnovation.org/wiki/Julie_Leonard-Duke Julie Leonard-Duke]

[[Fang Shi|Fang Shi]]

[http://universityinnovation.org/wiki/Monali_Shah Monali Shah]

[http://universityinnovation.org/wiki/Jason_Weis Jason Weis]

Spring 2016:

[http://universityinnovation.org/wiki/Thomas_W._Clifton_V Thomas Clifton]

[http://universityinnovation.org/wiki/Kshitij_Kulkarni Kshitij Kulkarni]

[http://universityinnovation.org/wiki/Arshiya_Lal Arshiya Lal]

Fall 2015:

[http://universityinnovation.org/wiki/Utkarsh_Garg Utkarsh Garg]

Spring 2014:

[http://universityinnovation.org/wiki/Alex_Flohr Alex Flohr]

[http://universityinnovation.org/wiki/Megna_Saha Megna Saha]

[http://universityinnovation.org/wiki/Rachel_Ford Rachel Ford]

[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

Priorities:Georgia Institute of Technology Student Priorities

2017-10-20T00:15:09Z

Mlim45:

== Project Pitch Videos ==

2017 Fall

{{#Widget:Youtube|id= RtdagOloc2c}}

2016 Spring

{{#Widget:Youtube|id= SVBUIA2K4XQ}}

2015 Fall

{{#Widget:Youtube|id=ePECOY5goKs}}

2014 Spring

{{#Widget:Youtube|id=RbUSzMxnAFM}}

= Overview =

The primary priorities for the Fall 2017 cohort are to:

#Build awareness and visibility of interdisciplinary courses on campus, especially for first-year students. 
#Combat the following issues with I&E resources on campus: they are too competitive with each other, they are too exclusive, they serve too small a niche, and they are inaccessible.

= '''Strategy #1: Build awareness and visibility of interdisciplinary courses on campus, especially for first-year students. ''' =

*Curate in-person experiences where we can engage with first-year students.
*Encourage hands-on activity and experimental learning, as a gateway to enrolling in the course. 
*Use social atmospheres to advertise and help students catch the "design bug".
*Assist students in registering for the courses that they like.
*Use the data and feedback from students to improve the I&E curriculum on campus.

= Strategy #2:'' '''''Combat the following issues with I&E resources on campus: they are too competitive with each other, they are too exclusive, they serve too small a niche, and they are inaccessible. ''' =

*'''Tactic #1: Resources are in constant competition with each other. '''
**Currently, different I&E initiatives on campus are competing for funding, visibility, and students. How might we encourage them to work together, and also prevent further competitive initiatives from beginning?
**Create a map of I&E resources available to students at Georgia Tech. Use the following categories to sort the resources: maker space, mentorship, funding, classes, events, industry connections
**Use the map to display 1) what of the 6 categories is offered at what initiative, 2) where partnerships exist, 3) how students can get involved, and 4) how partners can get involved. 
**Incentivize partnerships (as in, instead of creating your own makerspace with a special mentorship program only for one major, partner with a currently existing makerspace to create a mentorship program) by using it as a status symbol on the map. 
*'''Tactic #2: Resources are too exclusive, and silo-ed off in different departments. '''
**something
*'''Tactic #3: Resources serve too small a niche, leaving some students without options. '''
**something
*'''Tactic #4: Resources are too inaccessible, and too under-the-radar'''
**something

= ---------------------------------------------------------------------------------------- =

The primary priorities for Spring 2017 are to:

#Teach students to be more innovative, by involving the industry in all capstone projects and internships.
#Build a sustainable and accesible resource center for first time innovators and entrepreneurs.
#Create student-company partnerships that allow both parties to learn and engage with one another. 

= '''Strategy #1: Motivate students to be more innovative, by involving the industry in all capstone projects''' =

*Validate the idea through more thorough faculty and student interviews.
*Incentivize better capstone projects and more student effort into them by introducing the industry involvement of potential employers.
*Get a system where both professors and the respective industry professionals have access to the work done by student teams.
*Get those industry professionals on campus for capstone judging.

= Strategy #2:'' '''''Build a sustainable and accesible resource center for first time innovators and entrepreneurs.''' =

*'''Tactic #1:'''
**Elaborate on our online guide for first time entrepreneurs, with the content provided using existing entrepreneurship education material online and through the experiences of entrepreneurs from georgia Tech.
**Popularize this resource through organizations like the startup exchange.
**Create a resource to share and access prototyping tools, such as a check-out service. 
*'''Tactic #2:'''
**Introduce some sort of mentoring program/office hours with students experienced in entrepreneurship so that first timers can be given the right knoweldge and direction
**'''Update: An office hours desk in the Innovation and Design Collaborateive space has been installed, with people manning it constantly. We're working on increasing the amount of people coming to the desk for help, but so far, it's going well!'''

= Strategy #3: '''Create student-company partnerships that allow both parties to learn and engage with one another.''' =

*

'''''''''Tactic #1: '''Reach out to companies in the local area and analyze company issues and roadblocks that can be solved with the help of students.''

*

'''Tactic #2: '''Create more job opportunities and internships for students to access through Career Buzz which gives them a chance to practice their entrepreneurship and innovation skills.

*

'''Tactic #3: '''Create opportunities for students to tackle issues and hold workshops on creative thinking for local companies and start-ups. A hackathon layout would be ideal for this situation.

= Georgia Tech Student Vision =

 We believe GT students can change the world. Our campus offers many resources, and even better faculty, to help innovation and creativity on campus. We need to connect the GT community by creating an umbrella organization to help students flow toward these resources on campus, and create channels for student-faculty relationships. 

== 2017 Spring Cohort Project Pitch ==

[https://youtu.be/ewMEPB6pGGw [1]]

== 2016 Spring Cohort Project Pitch ==

{{#Widget:Youtube|id= SVBUIA2K4XQ}}

== 2015 Fall Cohort Project Pitch ==

{{#Widget:Youtube|id=ePECOY5goKs}}

== 2014 Spring Cohort Project Pitch ==

{{#Widget:Youtube|id=RbUSzMxnAFM}}

= University Innovation Council =

Despite the many great resources Georgia Tech currently has, the innovation and entrepreneurial movement, which is currently overtaking the nation, has been stalled on our campus due to lack of organization.

Students are unsure of, and mostly unaware of, the opportunities available to them beyond big-name resources such as [http://inventionstudio.gatech.edu/ the Invention Studio] or the [http://inventureprize.gatech.edu/ inVenture Prize] competition.

Organizations are struggling to grow, hold large events, or simply stay operational, because of a lack of assisted communication and constant overlap.

Professors are additionally wasting large amounts of time trying to connect with students, due to a lack of protocol and standardized connection.

Our program will exist to foster a passion and create sustainability for innovation and entrepreneurship (I&E) among all members of the Georgia Tech community.

The University Innovation Council will support three main areas: the student body, current campus organizations, and faculty/administration. This will improve the community by: eliminating overlap, bringing students of all backgrounds and ages together, and encouraging administrative involvement. This will be done in the following ways:
<ol style="margin-top: 0pt; margin-bottom: 0pt;">
<li>'''For Student Members of the Georgia Tech Community'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Provide access to an umbrella calendar of I&E events</li>
<li>Connect individual student interests to the I&E movement with others in the Georgia Tech community</li>
<li>Formulate methods to encourage innovation at Tech</li>
<li>Provide updates and other opportunities on a regular basis</li>
</ul></li>
<li>'''For I&E Campus Organizations'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Host Forums</li>
<li>Connect I&E organizations</li>
<li>Provide consulting advice, support, and membership numbers</li>
<li>Provide a yearly I&E wheel featuring individual organizations</li>
</ul></li>
<li>'''For the Administration'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Dissolve the communication barrier between students, organisations, and the administration</li>
<li>Form strategic partnerships with supporters of entrepreneurship</li>
<li>Provide ‘voice’ of I&E for consulting</li>
<li>Create a mentoring program for faculty to get involved in; help students develop ideas and turn them into a reality</li>
</ul></li>
</ol>

Additionally, please refer to our [https://docs.google.com/spreadsheet/ccc?key=0AkIeZwL27QHbdFY5bXZtWkZJcUhFQ0JiN2ZwbVZtclE&usp=drive_web#gid=0 Campus Landscape Canvas] for both on-campus and off-campus resources, as well as local Atlanta-based resources.

This Campus Landscape Canvas illustrates all the resources on Georgia Tech’s campus for undergraduates, graduates, organizations, and faculty through perceived, potential, applied, realized, reframing, and institutional resources.Through this map, we are able to fully maximize student, faculty, undergraduate, and graduate student interactions and improve the map for the future, based on our knowledge of the current environment.

= Student-Faculty Relations =

Through the University Innovation Council, student-faculty interaction will be facilitated in three main ways:

#Students interested in getting involved with the I&E movement will be directly connected with a professor based on their ideas, needs, and goals. This introduction will save valuable time for the student by removing the searching process. This will also save time for the professor by introducing them to a student who is serious about their work and eager to network.
#Faculty will be able to directly interact and engage with movements on campus that organizations and students are working on. Instead of being directed by several groups of people, faculty members will know all I&E-related movements are being directed by the University Innovation Council.
#Resources for both students and faculty will be maximized due to a new lack of overlap. The process of starting an I&E movement will have the ability to become streamlined, through its implementation in our organization.

= Wide Net Impact =

By creating a centralized hub, the University Innovation Council will be able to run all I&E movements that Georgia Tech is starting. Our organization, the University Innovation Council, is one that will exist for the betterment of the entire university; not just one major, one club, or even one type of student.

Many undergraduate students have been inspired to create projects and invent in their classes and many graduate students have also been encouraged to turn their research and theses into entrepreneurial companies. This organization would really help graduate students network with undergraduates to easily allocate research positions, internships, and special projects, as well as vice-versa. It is a much more desirable way for them to see what undergraduate students are passionate about, instead of just going off of resumes and shallow connections.

Again, by providing an overarching umbrella, students will be able to focus on their ideas and goals, rather than spending so much time finding the necessary resources. The unique characteristic about I&E is that it's not limited to undergraduate and graduate students, it's for everyone.   

= Sustainable Impact =

By providing a council and infrastructure for I&E to operate under, new students will not have to worry about finding resources or connections (because they will already be provided). They will be able to just focus on the movement and their ideas, goals, and design processes. It will make the entrepreneurial experience less of a trial-and-error process, and more success stories will come out of the Georgia Tech entrepreneurial landscape. In addition, it will create a foundation on campus for other I&E movements to be built upon.

Through the University Innovation Council, students and faculty will be able to grow the I&E movement on campus together, as well as facilitate other movements going forward. This means that they will become more reliant on, and trusting of, each other. If both students and faculty are invested in the same issue and working together to make change happen, Georgia Tech's campus landscape in I&E will continue to grow in the future, which will only perpetuate the success of the I&E campus.

= Related Links =

[[Georgia Institute of Technology]]

University Innovation Fellows

Fall 2017:

[http://universityinnovation.org/wiki/Risha_Parikh Risha Parikh]

[http://universityinnovation.org/wiki/Taft_Weber-Kilpack Taft Weber-Kilpack]

[http://universityinnovation.org/wiki/HanSung_Kim HanSung Kim]

Spring 2017:

[http://universityinnovation.org/wiki/Julie_Leonard-Duke Julie Leonard-Duke]

[[Fang Shi|Fang Shi]]

[http://universityinnovation.org/wiki/Monali_Shah Monali Shah]

[http://universityinnovation.org/wiki/Jason_Weis Jason Weis]

Spring 2016:

[http://universityinnovation.org/wiki/Thomas_W._Clifton_V Thomas Clifton]

[http://universityinnovation.org/wiki/Kshitij_Kulkarni Kshitij Kulkarni]

[http://universityinnovation.org/wiki/Arshiya_Lal Arshiya Lal]

Fall 2015:

[http://universityinnovation.org/wiki/Utkarsh_Garg Utkarsh Garg]

Spring 2014:

[http://universityinnovation.org/wiki/Alex_Flohr Alex Flohr]

[http://universityinnovation.org/wiki/Megna_Saha Megna Saha]

[http://universityinnovation.org/wiki/Rachel_Ford Rachel Ford]

[[Category:Student Priorities|g]]

Fellow:Matthew Lim

2017-09-29T22:38:00Z

Mlim45:

[[File:15167526 10202468330985898 4185768173439861390 o.jpg|400x400px]]

Matthew Lim is a University Innovation Fellow and an undergraduate studying Computer Engineering at Georgia Institute of Technology. His interests include Digital Media and Microcontrollers. Matthew was from West Lafayette, Indiana and moved to Atlanta Georgia to start college at Georgia Tech. He is a member of Georgia Tech's Design Bloc where he works to improve innovation in the Georgia Tech community. He was given the opportunity to become a University Innovation through Design Bloc.

At Georgia Tech, Matthew Lim is involved with Openideo Atlanta, WREK Radio, and Georgia Tech's Delta Chi Chapter. He has worked for the school both for Georgia Tech's Research Institute and as a Design Bloc research assistant. He also likes to swim and play guitar in his free time. He also works with members of the community to shoot interviews of local community leaders.

Matthew Lim was interested in making things since he was young. His projects include large slingshots, small boats, arduino projects, air rifles. He has also been involved in film since the 5th grade, creating videos with his friends and creating his high school's Cinema Club. That passion for media has transformed to a love of music and video production. He hopes to use that passion with his knack for science and mathmatics to improve the world of digital production.

= RELATED LINKS =

==== '''[http://www.gatech.edu/ Georgia Tech]''' ====

'''[http://www.gatech.edu/about/strategic-plan Georgia Tech Student Priorities]'''

= FEATURED PROGRAMS =

'''[https://www.wrek.org/radio/ WREK Radio]'''

'''[https://beta.openideo.com/chapters/12 OpenIdeo]'''

'''[http://www.gtdeltachi.com/ Delta Chi]'''

'''[http://www.designcollaborative.gatech.edu/ Design Bloc]'''

File:15167526 10202468330985898 4185768173439861390 o.jpg

2017-09-29T22:34:42Z

Mlim45:

Fellow:Matthew Lim

2017-09-29T22:33:23Z

Mlim45:

[[File:Matthew]]

Matthew Lim is a University Innovation Fellow and an undergraduate studying Computer Engineering at Georgia Institute of Technology. His interests include Digital Media and Microcontrollers. Matthew was from West Lafayette, Indiana and moved to Atlanta Georgia to start college at Georgia Tech. He is a member of Georgia Tech's Design Bloc where he works to improve innovation in the Georgia Tech community. He was given the opportunity to become a University Innovation through Design Bloc.

At Georgia Tech, Matthew Lim is involved with Openideo Atlanta, WREK Radio, and Georgia Tech's Delta Chi Chapter. He has worked for the school both for Georgia Tech's Research Institute and as a Design Bloc research assistant. He also likes to swim and play guitar in his free time. He also works with members of the community to shoot interviews of local community leaders.

Matthew Lim was interested in making things since he was young. His projects include large slingshots, small boats, arduino projects, air rifles. He has also been involved in film since the 5th grade, creating videos with his friends and creating his high school's Cinema Club. That passion for media has transformed to a love of music and video production. He hopes to use that passion with his knack for science and mathmatics to improve the world of digital production.

= RELATED LINKS =

==== '''[http://www.gatech.edu/ Georgia Tech]''' ====

'''[http://www.gatech.edu/about/strategic-plan Georgia Tech Student Priorities]'''

= FEATURED PROGRAMS =

'''[https://www.wrek.org/radio/ WREK Radio]'''

'''[https://beta.openideo.com/chapters/12 OpenIdeo]'''

'''[http://www.gtdeltachi.com/ Delta Chi]'''

Fellow:Matthew Lim

2017-09-29T22:32:48Z

Mlim45:

Fellow:Matthew Lim

2017-09-29T22:29:45Z

Mlim45:

Matthew Lim is a University Innovation Fellow and an undergraduate studying Computer Engineering at Georgia Institute of Technology. His interests include Digital Media and Microcontrollers. Matthew was from West Lafayette, Indiana and moved to Atlanta Georgia to start college at Georgia Tech. He is a member of Georgia Tech's Design Bloc where he works to improve innovation in the Georgia Tech community. He was given the opportunity to become a University Innovation through Design Bloc.

At Georgia Tech, Matthew Lim is involved with Openideo Atlanta, WREK Radio, and Georgia Tech's Delta Chi Chapter. He has worked for the school both for Georgia Tech's Research Institute and as a Design Bloc research assistant. He also likes to swim and play guitar in his free time. He also works with members of the community to shoot interviews of local community leaders.

Matthew Lim was interested in making things since he was young. His projects include large slingshots, small boats, arduino projects, air rifles. He has also been involved in film since the 5th grade, creating videos with his friends and creating his high school's Cinema Club. That passion for media has transformed to a love of music and video production. He hopes to use that passion with his knack for science and mathmatics to improve the world of digital production.

Fellow:Matthew Lim

2017-09-29T22:29:26Z

Mlim45: Created page with "= MATTHEW LIM = Matthew Lim is a University Innovation Fellow and an undergraduate studying Computer Engineering at Georgia Institute of Technology. His interests includ..."

= MATTHEW LIM =

Matthew Lim is a University Innovation Fellow and an undergraduate studying Computer Engineering at Georgia Institute of Technology. His interests include Digital Media and Microcontrollers. Matthew was from West Lafayette, Indiana and moved to Atlanta Georgia to start college at Georgia Tech. He is a member of Georgia Tech's Design Bloc where he works to improve innovation in the Georgia Tech community. He was given the opportunity to become a University Innovation through Design Bloc.

At Georgia Tech, Matthew Lim is involved with Openideo Atlanta, WREK Radio, and Georgia Tech's Delta Chi Chapter. He has worked for the school both for Georgia Tech's Research Institute and as a Design Bloc research assistant. He also likes to swim and play guitar in his free time. He also works with members of the community to shoot interviews of local community leaders.

Matthew Lim was interested in making things since he was young. His projects include large slingshots, small boats, arduino projects, air rifles. He has also been involved in film since the 5th grade, creating videos with his friends and creating his high school's Cinema Club. That passion for media has transformed to a love of music and video production. He hopes to use that passion with his knack for science and mathmatics to improve the world of digital production.

User:Mlim45

2017-09-10T03:42:00Z

Mlim45:

User:Mlim45

2017-09-10T03:39:59Z

Mlim45:

User:Mlim45

2017-09-10T03:39:27Z

Mlim45:

Resource:How to interview makerspace managers and discover best practices

2017-09-10T02:02:21Z

Mlim45:

== '''13 Tips for Interviewing Makerspace Managers''' ==

*Start early. Don’t wait to start your plan and find out you missed out on potential opportunities.
*Have a goal. Concisely plan about what you want to discover.
*Conduct a pilot interview. Start by practicing your interview questions on people that you know and are comfortable with. Note which questions are drawing bigger insight and interesting responses. Which questions are creating organic and interesting responses? Those are the questions want to ask.  
*Be the ‘Connecting Element’.The core idea of a makerspace is probably being discussed by students with different backgrounds, academic staff, and university management. Bring those people who are interested together to ignite your project.
*Talk to people who talk to people. Get tips from people who are comfortable with talking to people and learn how to be comfortable talking to people.
*Clearly define your research question. Do you want to know how, what, or why? Make sure you have a clear focus.
*Start basic. Start by asking simple survey-like interview questions and then dive into the more provocative questions.
*Define challenges and bypass them. If your challenge is to find a space for your event, don’t let anyone stop you. If you have to, steal closets.
*Interview for empathy. Design for people. In order to make meaningful designs for people, understand what need not want. Understand what is driving their need. What is the root cause? Can you solve it in a way different or in a way that no one else has tried before?
*Be humble. Make a meaningful connection. Humble yourself. Let the interviewee talk, the conversation will go somewhere organic that allows you to learn more about them.
*Ask follow up questions about feelings. If someone brings up their emotions, ask them to explain. If someone is angry, ask them why. If someone is happy, delve deeper.
*Discover the real why’s. Ask ‘Why?’ 5 times to find the core reason behind the problem. Sometimes people change up their answer and you can get more insight to the real why.
*Build a vision.Dream about what you and your team would like to be in 3 years, and make it your constant thought. Subsequently, create milestones to reach your vision.

By:

Alejandro Aponte, University of Puerto Rico, Mayaguez

Camila Buenaventura Márquez, Universidad de los Andes

Matthew Lim, Georgia Institute of Technology

Mehmet Yalcin Aydin, Koc University

Nicolas Castro Helo, Universidad de los Andes

Olivia Kirkpatrick, University of Delaware

Sarah Nelson, University of St. Thomas

Special Thanks to: Josh Halverson ''UIF''

Resource:How to interview makerspace managers and discover best practices

2017-09-10T01:52:08Z

Mlim45:

Resource:How to interview makerspace managers and discover best practices

2017-09-10T01:51:20Z

Mlim45:

== '''13 Tips for Interviewing Makerspace Managers''' ==
<ol style="margin-top:0pt;margin-bottom:0pt;">
<img src = "http://www.news.gatech.edu/sites/default/files/uploads/images/14C10751-P1-011_crop.jpg">
<li>Start early. Don’t wait to start your plan and find out you missed out on potential opportunities.</li>
<li>Have a goal. Concisely plan about what you want to discover.</li>
<li>Conduct a pilot interview. Start by practicing your interview questions on people that you know and are comfortable with. Note which questions are drawing bigger insight and interesting responses. Which questions are creating organic and interesting responses? Those are the questions want to ask.  </li>
<li>Be the ‘Connecting Element’.The core idea of a makerspace is probably being discussed by students with different backgrounds, academic staff, and university management. Bring those people who are interested together to ignite your project.</li>
<li>Talk to people who talk to people. Get tips from people who are comfortable with talking to people and learn how to be comfortable talking to people.</li>
<li>Clearly define your research question. Do you want to know how, what, or why? Make sure you have a clear focus.</li>
<li>Start basic. Start by asking simple survey-like interview questions and then dive into the more provocative questions.</li>
<li>Define challenges and bypass them. If your challenge is to find a space for your event, don’t let anyone stop you. If you have to, steal closets.</li>
<li>Interview for empathy. Design for people. In order to make meaningful designs for people, understand what need not want. Understand what is driving their need. What is the root cause? Can you solve it in a way different or in a way that no one else has tried before?</li>
<li>Be humble. Make a meaningful connection. Humble yourself. Let the interviewee talk, the conversation will go somewhere organic that allows you to learn more about them.</li>
<li>Ask follow up questions about feelings. If someone brings up their emotions, ask them to explain. If someone is angry, ask them why. If someone is happy, delve deeper.</li>
<li>Discover the real why’s. Ask ‘Why?’ 5 times to find the core reason behind the problem. Sometimes people change up their answer and you can get more insight to the real why.</li>
<li>Build a vision.Dream about what you and your team would like to be in 3 years, and make it your constant thought. Subsequently, create milestones to reach your vision.</li>
</ol>

By:

Alejandro Aponte, University of Puerto Rico, Mayaguez

Camila Buenaventura Márquez, Universidad de los Andes

Matthew Lim, Georgia Institute of Technology

Mehmet Yalcin Aydin, Koc University

Nicolas Castro Helo, Universidad de los Andes

Olivia Kirkpatrick, University of Delaware

Sarah Nelson, University of St. Thomas

Special Thanks to: Josh Halverson ''UIF''

Resource:How to interview makerspace managers and discover best practices

2017-09-10T01:49:47Z

Mlim45:

== '''13 Tips for Interviewing Makerspace Managers''' ==
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Start early. Don’t wait to start your plan and find out you missed out on potential opportunities.</li>
<li>Have a goal. Concisely plan about what you want to discover.</li>
<li>Conduct a pilot interview. Start by practicing your interview questions on people that you know and are comfortable with. Note which questions are drawing bigger insight and interesting responses. Which questions are creating organic and interesting responses? Those are the questions want to ask.  </li>
<li>Be the ‘Connecting Element’.The core idea of a makerspace is probably being discussed by students with different backgrounds, academic staff, and university management. Bring those people who are interested together to ignite your project.</li>
<li>Talk to people who talk to people. Get tips from people who are comfortable with talking to people and learn how to be comfortable talking to people.</li>
<li>Clearly define your research question. Do you want to know how, what, or why? Make sure you have a clear focus.</li>
<li>Start basic. Start by asking simple survey-like interview questions and then dive into the more provocative questions.</li>
<li>Define challenges and bypass them. If your challenge is to find a space for your event, don’t let anyone stop you. If you have to, steal closets.</li>
<li>Interview for empathy. Design for people. In order to make meaningful designs for people, understand what need not want. Understand what is driving their need. What is the root cause? Can you solve it in a way different or in a way that no one else has tried before?</li>
<li>Be humble. Make a meaningful connection. Humble yourself. Let the interviewee talk, the conversation will go somewhere organic that allows you to learn more about them.</li>
<li>Ask follow up questions about feelings. If someone brings up their emotions, ask them to explain. If someone is angry, ask them why. If someone is happy, delve deeper.</li>
<li>Discover the real why’s. Ask ‘Why?’ 5 times to find the core reason behind the problem. Sometimes people change up their answer and you can get more insight to the real why.</li>
<li>Build a vision.Dream about what you and your team would like to be in 3 years, and make it your constant thought. Subsequently, create milestones to reach your vision.</li>
</ol>

By:

Alejandro Aponte, University of Puerto Rico, Mayaguez

Camila Buenaventura Márquez, Universidad de los Andes

Matthew Lim, Georgia Institute of Technology

Mehmet Yalcin Aydin, Koc University

Nicolas Castro Helo, Universidad de los Andes Olivia Kirkpatrick, University of Delaware

Sarah Nelson, University of St. Thomas

Special Thanks to: Josh Halverson ''UIF''

Resource:How to interview makerspace managers and discover best practices

2017-09-10T01:48:12Z

Mlim45:

= '''13 Tips for Interviewing Makerspace Managers''' =
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Start early. Don’t wait to start your plan and find out you missed out on potential opportunities.</li>
<li>Have a goal. Concisely plan about what you want to discover.</li>
<li>Conduct a pilot interview. Start by practicing your interview questions on people that you know and are comfortable with. Note which questions are drawing bigger insight and interesting responses. Which questions are creating organic and interesting responses? Those are the questions want to ask.  </li>
<li>Be the ‘Connecting Element’.The core idea of a makerspace is probably being discussed by students with different backgrounds, academic staff, and university management. Bring those people who are interested together to ignite your project.</li>
<li>Talk to people who talk to people. Get tips from people who are comfortable with talking to people and learn how to be comfortable talking to people.</li>
<li>Clearly define your research question. Do you want to know how, what, or why? Make sure you have a clear focus.</li>
<li>Start basic. Start by asking simple survey-like interview questions and then dive into the more provocative questions.</li>
<li>Define challenges and bypass them. If your challenge is to find a space for your event, don’t let anyone stop you. If you have to, steal closets.</li>
<li>Interview for empathy. Design for people. In order to make meaningful designs for people, understand what need not want. Understand what is driving their need. What is the root cause? Can you solve it in a way different or in a way that no one else has tried before?</li>
<li>Be humble. Make a meaningful connection. Humble yourself. Let the interviewee talk, the conversation will go somewhere organic that allows you to learn more about them.</li>
<li>Ask follow up questions about feelings. If someone brings up their emotions, ask them to explain. If someone is angry, ask them why. If someone is happy, delve deeper.</li>
<li>Discover the real why’s. Ask ‘Why?’ 5 times to find the core reason behind the problem. Sometimes people change up their answer and you can get more insight to the real why.</li>
<li>Build a vision.Dream about what you and your team would like to be in 3 years, and make it your constant thought. Subsequently, create milestones to reach your vision.</li>
</ol>

By:

Alejandro Aponte, University of Puerto Rico, Mayaguez

Camila Buenaventura Márquez, Universidad de los Andes

Matthew Lim, Georgia Institute of Technology

Mehmet Yalcin Aydin, Koc University

Nicolas Castro Helo, Universidad de los Andes Olivia Kirkpatrick, University of Delaware

Sarah Nelson, University of St. Thomas

Special Thanks to: Josh Halverson ''UIF''

Resource:How to interview makerspace managers and discover best practices

2017-09-10T01:47:37Z

Mlim45:

Resource:How to interview makerspace managers and discover best practices

2017-09-10T01:47:21Z

Mlim45:

= '''13 Tips for Interviewing Makerspace Managers''' =

<img src="http://www.news.gatech.edu/sites/default/files/uploads/images/14C10751-P1-011_crop.jpg" alt="HTML5 Icon" style="width:128px;height:128px;">
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Start early. Don’t wait to start your plan and find out you missed out on potential opportunities.</li>
<li>Have a goal. Concisely plan about what you want to discover.</li>
<li>Conduct a pilot interview. Start by practicing your interview questions on people that you know and are comfortable with. Note which questions are drawing bigger insight and interesting responses. Which questions are creating organic and interesting responses? Those are the questions want to ask.  </li>
<li>Be the ‘Connecting Element’.The core idea of a makerspace is probably being discussed by students with different backgrounds, academic staff, and university management. Bring those people who are interested together to ignite your project.</li>
<li>Talk to people who talk to people. Get tips from people who are comfortable with talking to people and learn how to be comfortable talking to people.</li>
<li>Clearly define your research question. Do you want to know how, what, or why? Make sure you have a clear focus.</li>
<li>Start basic. Start by asking simple survey-like interview questions and then dive into the more provocative questions.</li>
<li>Define challenges and bypass them. If your challenge is to find a space for your event, don’t let anyone stop you. If you have to, steal closets.</li>
<li>Interview for empathy. Design for people. In order to make meaningful designs for people, understand what need not want. Understand what is driving their need. What is the root cause? Can you solve it in a way different or in a way that no one else has tried before?</li>
<li>Be humble. Make a meaningful connection. Humble yourself. Let the interviewee talk, the conversation will go somewhere organic that allows you to learn more about them.</li>
<li>Ask follow up questions about feelings. If someone brings up their emotions, ask them to explain. If someone is angry, ask them why. If someone is happy, delve deeper.</li>
<li>Discover the real why’s. Ask ‘Why?’ 5 times to find the core reason behind the problem. Sometimes people change up their answer and you can get more insight to the real why.</li>
<li>Build a vision.Dream about what you and your team would like to be in 3 years, and make it your constant thought. Subsequently, create milestones to reach your vision.</li>
</ol>

By:

Alejandro Aponte, University of Puerto Rico, Mayaguez

Camila Buenaventura Márquez, Universidad de los Andes

Matthew Lim, Georgia Institute of Technology

Mehmet Yalcin Aydin, Koc University

Nicolas Castro Helo, Universidad de los Andes Olivia Kirkpatrick, University of Delaware

Sarah Nelson, University of St. Thomas

Special Thanks to: Josh Halverson ''UIF''

[[File:JoshHalverson2016.jpg]]

Resource:How to interview makerspace managers and discover best practices

2017-09-10T01:41:51Z

Mlim45:

= '''13 Tips for Interviewing Makerspace Managers''' =

<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Start early. Don’t wait to start your plan and find out you missed out on potential opportunities.</li>
<li>Have a goal. Concisely plan about what you want to discover.</li>
<li>Conduct a pilot interview. Start by practicing your interview questions on people that you know and are comfortable with. Note which questions are drawing bigger insight and interesting responses. Which questions are creating organic and interesting responses? Those are the questions want to ask.  </li>
<li>Be the ‘Connecting Element’.The core idea of a makerspace is probably being discussed by students with different backgrounds, academic staff, and university management. Bring those people who are interested together to ignite your project.</li>
<li>Talk to people who talk to people. Get tips from people who are comfortable with talking to people and learn how to be comfortable talking to people.</li>
<li>Clearly define your research question. Do you want to know how, what, or why? Make sure you have a clear focus.</li>
<li>Start basic. Start by asking simple survey-like interview questions and then dive into the more provocative questions.</li>
<li>Define challenges and bypass them. If your challenge is to find a space for your event, don’t let anyone stop you. If you have to, steal closets.</li>
<li>Interview for empathy. Design for people. In order to make meaningful designs for people, understand what need not want. Understand what is driving their need. What is the root cause? Can you solve it in a way different or in a way that no one else has tried before?</li>
<li>Be humble. Make a meaningful connection. Humble yourself. Let the interviewee talk, the conversation will go somewhere organic that allows you to learn more about them.</li>
<li>Ask follow up questions about feelings. If someone brings up their emotions, ask them to explain. If someone is angry, ask them why. If someone is happy, delve deeper.</li>
<li>Discover the real why’s. Ask ‘Why?’ 5 times to find the core reason behind the problem. Sometimes people change up their answer and you can get more insight to the real why.</li>
<li>Build a vision.Dream about what you and your team would like to be in 3 years, and make it your constant thought. Subsequently, create milestones to reach your vision.</li>
</ol>

By:

Alejandro Aponte, University of Puerto Rico, Mayaguez

Camila Buenaventura Márquez, Universidad de los Andes

Matthew Lim, Georgia Institute of Technology

Mehmet Yalcin Aydin, Koc University

Nicolas Castro Helo, Universidad de los Andes Olivia Kirkpatrick, University of Delaware

Sarah Nelson, University of St. Thomas

Special Thanks to: Josh Halverson ''UIF''

Resource:How to interview makerspace managers and discover best practices

2017-09-10T01:41:34Z

Mlim45:

Resource:How to interview makerspace managers and discover best practices

2017-09-10T01:41:17Z

Mlim45: Tips on getting the most out of your makerspace manager interview.

= <span style="font-size:11pt; font-family:Arial; color:#000000; background-color:transparent; font-weight:400; font-style:normal; font-variant:normal; text-decoration:none; vertical-align:baseline"</span'''13 Tips for Interviewing Makerspace Managers''' =
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>
Start early. Don’t wait to start your plan and find out you missed out on potential opportunities.
</li>
<li>
Have a goal. Concisely plan about what you want to discover.
</li>
<li>
Conduct a pilot interview. Start by practicing your interview questions on people that you know and are comfortable with. Note which questions are drawing bigger insight and interesting responses. Which questions are creating organic and interesting responses? Those are the questions want to ask.  
</li>
<li>
Be the ‘Connecting Element’.The core idea of a makerspace is probably being discussed by students with different backgrounds, academic staff, and university management. Bring those people who are interested together to ignite your project.
</li>
<li>
Talk to people who talk to people. Get tips from people who are comfortable with talking to people and learn how to be comfortable talking to people.
</li>
<li>
Clearly define your research question. Do you want to know how, what, or why? Make sure you have a clear focus.
</li>
<li>
Start basic. Start by asking simple survey-like interview questions and then dive into the more provocative questions.
</li>
<li>
Define challenges and bypass them. If your challenge is to find a space for your event, don’t let anyone stop you. If you have to, steal closets.
</li>
<li>
Interview for empathy. Design for people. In order to make meaningful designs for people, understand what need not want. Understand what is driving their need. What is the root cause? Can you solve it in a way different or in a way that no one else has tried before?
</li>
<li>
Be humble. Make a meaningful connection. Humble yourself. Let the interviewee talk, the conversation will go somewhere organic that allows you to learn more about them.
</li>
<li>
Ask follow up questions about feelings. If someone brings up their emotions, ask them to explain. If someone is angry, ask them why. If someone is happy, delve deeper.
</li>
<li>
Discover the real why’s. Ask ‘Why?’ 5 times to find the core reason behind the problem. Sometimes people change up their answer and you can get more insight to the real why.
</li>
<li>
Build a vision.Dream about what you and your team would like to be in 3 years, and make it your constant thought. Subsequently, create milestones to reach your vision.
</li>
</ol>



By:

Alejandro Aponte, University of Puerto Rico, Mayaguez

Camila Buenaventura Márquez, Universidad de los Andes

Matthew Lim, Georgia Institute of Technology

Mehmet Yalcin Aydin, Koc University

Nicolas Castro Helo, Universidad de los Andes Olivia Kirkpatrick, University of Delaware

Sarah Nelson, University of St. Thomas

Special Thanks to: Josh Halverson ''UIF''