University Innovation Fellows - User contributions [en]

Fellow:Rachel Acevedo

2018-10-19T21:05:14Z

Rachelacevedo:

Rachel Acevedo is a University Innovation Fellow and an undergraduate at the University of Wisconsin - Madison. Her passions include biomaterials, [[File:Rachel.JPG|thumb|Rachel.JPG]]learning new things, and traveling the world. Rachel was raised in Green Bay, Wisconsin, where she stayed until 2015 when she left for college in Madison, Wisconsin. At UW-Madison, Rachel has spent a lot of time exploring many different interests and possible career paths. Through her industry experience with companies like Procter & Gamble and Georgia-Pacific in addition to on-campus research experience in the Notbohm Lab, Rachel has developed great critical thinking and problem solving skills that she is ready to put to use.

In her second year at UW-Madison, Rachel was introduced to and trained in the University Innovation Fellows program sponsored through the Stanford d.school. Since then, Rachel has utilized her skill set and talents to help bridge the gaps she sees on campus and help bring new and innovative resources to her school. Rachel hopes to continue this legacy on campus by helping to train the next leadership circle at UW-Madison.

[[Category:Student Contributors|Student_Contributors]]

Priorities:University of Wisconsin - Madison Student Priorities

2018-10-07T20:08:04Z

Rachelacevedo:

<parsererror style="display: block; white-space: pre; border: 2px solid #c77; padding: 0 1em 0 1em; margin: 1em; background-color: #fdd; color: black">
=== This page contains the following errors: ===
<div style="font-family:monospace;font-size:12px">error on line 1 at column 307: attributes construct error </div>
=== Below is a rendering of the page up to the first error. ===
</parsererror>
= =

Priorities:University of Wisconsin - Madison Student Priorities

2018-10-07T19:12:41Z

Rachelacevedo:

== Overview ==

After conducting research on the resources available on our campus, we came up with four strategic priorities that we felt our campus could benefit from. These are addressed in the various initiatives below.
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Strategic Priority 1: Creating valuable mentorship opportunities.</li>
<li>Strategic Priority 2: Promoting cross-disciplinary networks among students, faculty, and staff.</li>
<li>Strategic Priority 3: Providing students the opportunity to see how and why innovation and entrepreneurship are important in their fields.</li>
</ol>

== Virtual Hub ==

=== Description ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">The Virtual Hub will be a center, resource, and sounding-board for all things innovation and design. It will serve to inspire and connect entrepreneurs and students through a uniquely structured and interactive platform.

=== Goals ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Creating opportunities to find valuable mentorship
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Improving communication between students, faculty, and staff
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Creating a space that is open to the entire community and where everyone feels comfortable
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Promoting the ideas of innovation and entrepreneurship
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Simplifying and unifying opportunities

=== Features ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Interactive Calendar (featuring university and madison affiliated events)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Discussion Forums (to promote idea-sharing and mentorship)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Experts Section (place to classify people’s skills as resources to students and entrepreneurs)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Community Resources (links to other resources such as accelerators and start-ups in the community)
*Q&A (space to ask and answer any and all questions related to design, innovation, and entrepreneurship)

== Social Media Campaign (#innovativebadger) ==

=== Description ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">The Social Media Campaign will focus on getting the word out about the UW Madison UIF group and to keep up communication with students, faculty, and staff.

=== Goals ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Promote innovative activities on campus by working with existing clubs and programsProvide a platform to define what innovation and entrepreneurship are to you

=== Features ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Twitter (@UWMadisonUIF)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Facebook (@UIFMadison)
*#Innovativebadgers (hashtag to use for unifying social media presence)

== Related Links ==

Current Fellows:

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo] (Spring 2017)

[http://universityinnovation.org/wiki/Hanna_Barton Hanna Barton] (Spring 2017)

Past Fellows:

[http://universityinnovation.org/wiki/Tayler_Nowak Tayler Nowak] (Spring 2017)

[http://universityinnovation.org/wiki/Camille_Clark Camille Clark] (Spring 2017)

[[Category:Student Priorities|Student_Priorities]]

Priorities:University of Wisconsin - Madison Student Priorities

2018-10-07T19:11:25Z

Rachelacevedo:

== Overview ==

After conducting research on the resources available on our campus, we came up with four strategic priorities that we felt our campus could benefit from. These are addressed in the various initiatives below.
<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Strategic Priority 1: Creating valuable mentorship opportunities.</li>
<li>Strategic Priority 2: Promoting cross-disciplinary networks among students, faculty, and staff.</li>
<li>Strategic Priority 3: Providing students the opportunity to see how and why innovation and entrepreneurship are important in their fields.</li>
</ol>

== Virtual Hub ==

=== Description ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">The Virtual Hub will be a center, resource, and sounding-board for all things innovation and design. It will serve to inspire and connect entrepreneurs and students through a uniquely structured and interactive platform.

=== Goals ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Creating opportunities to find valuable mentorship
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Improving communication between students, faculty, and staff
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Creating a space that is open to the entire community and where everyone feels comfortable
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Promoting the ideas of innovation and entrepreneurship
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Simplifying and unifying opportunities

=== Features ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Interactive Calendar (featuring university and madison affiliated events)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Discussion Forums (to promote idea-sharing and mentorship)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Experts Section (place to classify people’s skills as resources to students and entrepreneurs)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Community Resources (links to other resources such as accelerators and start-ups in the community)
*Q&A (space to ask and answer any and all questions related to design, innovation, and entrepreneurship)

== Social Media Campaign (#innovativebadger) ==

=== Description ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">The Social Media Campaign will focus on getting the word out about the UW Madison UIF group and to keep up communication with students, faculty, and staff.

=== Goals ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Promote innovative activities on campus by working with existing clubs and programsProvide a platform to define what innovation and entrepreneurship are to you

=== Features ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Twitter (@UWMadisonUIF)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap">Facebook (@UIFMadison)
*#Innovativebadgers (hashtag to use for unifying social media presence)

== Related Links ==

Spring 2017 UIF:

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Hanna_Barton Hanna Barton]

[http://universityinnovation.org/wiki/Tayler_Nowak Tayler Nowak]

[http://universityinnovation.org/wiki/Camille_Clark Camille Clark]

[[Category:Student_Priorities]]

Priorities:University of Wisconsin - Madison Student Priorities

2017-03-09T23:46:41Z

Rachelacevedo:

== Overview ==

Coming soon: Your Video (Session 5)

== Virtual Hub ==

=== Description ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">The Virtual Hub will be a center, resource, and sounding-board for all things innovation and design. It will serve to inspire and connect entrepreneurs and students through a uniquely structured and interactive platform.

=== Goals ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Creating opportunities to find valuable mentorship
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Improving communication between students, faculty, and staff
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Creating a space that is open to the entire community and where everyone feels comfortable
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Promoting the ideas of innovation and entrepreneurship
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Simplifying and unifying opportunities

=== Features ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Interactive Calendar (featuring university and madison affiliated events)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Discussion Forums (to promote idea-sharing and mentorship)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Experts Section (place to classify people’s skills as resources to students and entrepreneurs)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Community Resources (links to other resources such as accelerators and start-ups in the community)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Q&A (space to ask and answer any and all questions related to design, innovation, and entrepreneurship)

== Social Media Campaign (#innovativebadger) ==

=== Description ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">The Social Media Campaign will focus on getting the word out about the UW Madison UIF group and to keep up communication with students, faculty, and staff.

=== Goals ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Promote innovative activities on campus by working with existing clubs and programsProvide a platform to define what innovation and entrepreneurship are to you

=== Features ===

*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Twitter (@UWMadisonUIF)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Facebook (@UIFMadison)
*<span style="font-size: 12pt; background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">#Innovativebadgers (hashtag to use for unifying social media presence)

== Related Links ==

Spring 2017 UIF:

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Hanna_Barton Hanna Barton]

[http://universityinnovation.org/wiki/Tayler_Nowak Tayler Nowak]

[http://universityinnovation.org/wiki/Camille_Clark Camille Clark]

[[Category:Student Priorities|Student_Priorities]]

Priorities:University of Wisconsin - Madison Student Priorities

2017-01-27T01:00:13Z

Rachelacevedo:

== Overview ==

Coming soon: Your Video (Session 5)

== Strategy #1: Increase Communication Between Students in Different Departments ==

=== Create a buddy system between departments ===

*Ask departments to volunteer to become program-to-program buddies
*Require departments to list key resources and whether they are abundant, sufficient or scarce in nature
*Match programs to be buddies by balancing resources where this is an abundance in one department and scarcity in the other

=== Build a Design Curriculuum Intended for Multiple Departments ===

*There are multiple design curiculuums across campus, but none of them aim at encorporating design thinking across departments
*In industry, students should expect to work through the design process with multiple different people including marketing, engineering, finance, and legal studies majors.
*It is important to begin this interdepartmental collaboration as early as possible

== Strategy #2: Boost Interdepartmental Communication Between Faculty ==

=== Require tenured faculty to take one class per academic year (not including sabbatical years) outside of their discipline/ department ===
<ul style="font-size: 12px; font-weight: normal;">
<li>The marketing research program in the business school at UW-Madison will research campus classes for professors with linkages to their area of interest outside of their discipline</li>
<li>A list of classes will be provided to the academic school, and college program heads responsible for the 20 academic centers around campus</li>
<li>Professors will be required to explore at least four different departments before exploring a class in a department they've previously interacted with as a part of this requirement.</li>
</ul>

=== Start a club for Professors ===

*Create affinity clubs for professors on campus related to entrepreneurship and innovation
*Promote new professorial club through department heads and by presenting them to academic deans across campus

== Strategy #3: Create Clearer Pathways to Finding Valuable Mentorship ==

=== Distinguished Lunches ===

*The Weinert Center for Entrepreneurship holds Distinguished Entrepreneur Lunches regularly on campus.
*The idea of expanding these "Distinguished Lunches" to involve more cross-disciplinary faculty could prove beneficial in involving a wider range of students across campus.
*The students that get involved with meeting these entrepreneurs and local businessmen, the easier it will be for these students to form important networks.

=== Social Network for Mentor Matching ===

*Create a social network platform where mentors and students alike can create profiles. This could create an environment where it is much easier to put yourself out there for potential mentors to see. 
*Possibly create a questionnaire that matches students and mentors with similar interests and life goals.

== Strategy #4: Broaden the Idea of Innovation and Entrepreneurship ==

Sample Text

== Related Links ==

Spring 2017 UIF:

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Hanna_Barton Hanna Barton]

[http://universityinnovation.org/wiki/Tayler_Nowak Tayler Nowak]

[http://universityinnovation.org/wiki/Camille_Clark Camille Clark]

[[Category:Student Priorities|Student_Priorities]]

Priorities:University of Wisconsin - Madison Student Priorities

2017-01-27T00:47:17Z

Rachelacevedo:

== Overview ==

Coming soon: Your Video (Session 5)

== Strategy #1: Increase Communication Between Students in Different Departments ==

Sample Text

== Strategy #2: Boost Interdepartmental Communication Between Faculty ==

=== Require tenured faculty to take one class per academic year (not including sabbatical years) outside of their discipline/ department ===
<ul style="font-size: 12px; font-weight: normal;">
<li>The marketing research program in the business school at UW-Madison will research campus classes for professors with linkages to their area of interest outside of their discipline</li>
<li>A list of classes will be provided to the academic school, and college program heads responsible for the 20 academic centers around campus</li>
<li>Professors will be required to explore at least four different departments before exploring a class in a department they've previously interacted with as a part of this requirement.</li>
</ul>

=== Start a club for Professors ===

*Create affinity clubs for professors on campus related to entrepreneurship and innovation
*Promote new professorial club through department heads and by presenting them to academic deans across campus

== Strategy #3: Create Clearer Pathways to Finding Valuable Mentorship ==

=== Distinguished Lunches ===

*The Weinert Center for Entrepreneurship holds Distinguished Entrepreneur Lunches regularly on campus.
*The idea of expanding these "Distinguished Lunches" to involve more cross-disciplinary faculty could prove beneficial in involving a wider range of students across campus.
*The students that get involved with meeting these entrepreneurs and local businessmen, the easier it will be for these students to form important networks.

=== Social Network for Mentor Matching ===

*Create a social network platform where mentors and students alike can create profiles. This could create an environment where it is much easier to put yourself out there for potential mentors to see. 
*Possibly create a questionnaire that matches students and mentors with similar interests and life goals.

== Strategy #4: Broaden the Idea of Innovation and Entrepreneurship ==

Sample Text

== Related Links ==

Spring 2017 UIF:

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Hanna_Barton Hanna Barton]

[http://universityinnovation.org/wiki/Tayler_Nowak Tayler Nowak]

[http://universityinnovation.org/wiki/Camille_Clark Camille Clark]

[[Category:Student Priorities|Student_Priorities]]

Priorities:University of Wisconsin - Madison Student Priorities

2017-01-27T00:44:18Z

Rachelacevedo:

== Overview ==

Coming soon: Your Video (Session 5)

== Strategy #1: Increase Communication Between Students in Different Departments ==

Sample Text

== Strategy #2: Boost Interdepartmental Communication Between Faculty ==

=== Require tenured faculty to take one class per academic year (not including sabbatical years) outside of their discipline/ department ===
<ul style="font-size: 12px; font-weight: normal;">
<li>The marketing research program in the business school at UW-Madison will research campus classes for professors with linkages to their area of interest outside of their discipline</li>
<li>A list of classes will be provided to the academic school, and college program heads responsible for the 20 academic centers around campus</li>
<li>Professors will be required to explore at least four different departments before exploring a class in a department they've previously interacted with as a part of this requirement.</li>
</ul>

=== Create a buddy system between departments ===

*Ask departments to volunteer to become program-to-program buddies
*Require departments to list key resources and whether they are abundant, sufficient or scarce in nature
*Match programs to be buddies by balancing resources where this is an abundance in one department and scarcity in the other.

=== Start a club for Professors ===

*Create affinity clubs for professors on campus related to entrepreneurship and innovation
*Promote new professorial club through department heads and by presenting them to academic deans across campus

== Strategy #3: Create Clearer Pathways to Finding Valuable Mentorship ==

=== Distinguished Lunches ===

*The Weinert Center for Entrepreneurship holds Distinguished Entrepreneur Lunches regularly on campus.
*The idea of expanding these "Distinguished Lunches" to involve more cross-disciplinary faculty could prove beneficial in involving a wider range of students across campus.
*The students that get involved with meeting these entrepreneurs and local businessmen, the easier it will be for these students to form important networks.

=== Social Network for Mentor Matching ===

*Create a social network platform where mentors and students alike can create profiles. This could create an environment where it is much easier to put yourself out there for potential mentors to see. 
*Possibly create a questionnaire that matches students and mentors with similar interests and life goals.

== Strategy #4: Broaden the Idea of Innovation and Entrepreneurship ==

Sample Text

== Related Links ==

Spring 2017 UIF:

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Hanna_Barton Hanna Barton]

[http://universityinnovation.org/wiki/Tayler_Nowak Tayler Nowak]

[http://universityinnovation.org/wiki/Camille_Clark Camille Clark]

[[Category:Student Priorities|Student_Priorities]]

Priorities:University of Wisconsin - Madison Student Priorities

2017-01-27T00:41:34Z

Rachelacevedo:

== Overview ==

Coming soon: Your Video (Session 5)

== Strategy #1: Increase Communication Between Students in Different Departments ==

Sample Text

== Strategy #2: Boost Interdepartmental Communication Between Faculty ==

=== Require tenured faculty to take one class per academic year (not including sabbatical years) outside of their discipline/ department ===
<ul style="font-size: 12px; font-weight: normal;">
<li>The marketing research program in the business school at UW-Madison will research campus classes for professors with linkages to their area of interest outside of their discipline</li>
<li>A list of classes will be provided to the academic school, and college program heads responsible for the 20 academic centers around campus</li>
<li>Professors will be required to explore at least four different departments before exploring a class in a department they've previously interacted with as a part of this requirement.</li>
</ul>

=== Create a buddy system between departments ===

*Ask departments to volunteer to become program-to-program buddies
*Require departments to list key resources and whether they are abundant, sufficient or scarce in nature
*Match programs to be buddies by balancing resources where this is an abundance in one department and scarcity in the other.

== ==

== ==

== ==

== Strategy #3: Create Clearer Pathways to Finding Valuable Mentorship ==

===      Distinguished Lunches ===

*The Weinert Center for Entrepreneurship holds Distinguished Entrepreneur Lunches regularly on campus.
*The idea of expanding these "Distinguished Lunches" to involve more cross-disciplinary faculty could prove beneficial in involving a wider range of students across campus.
*The students that get involved with meeting these entrepreneurs and local businessmen, the easier it will be for these students to form important networks.

===      Social Network for Mentor Matching ===

*Create a social network platform where mentors and students alike can create profiles. This could create an environment where it is much easier to put yourself out there for potential mentors to see. 
*Possibly create a questionnaire that matches students and mentors with similar interests and life goals.

== Strategy #4: Broaden the Idea of Innovation and Entrepreneurship ==

Sample Text

== Related Links ==

Spring 2017 UIF:

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Hanna_Barton Hanna Barton]

[http://universityinnovation.org/wiki/Tayler_Nowak Tayler Nowak]

[http://universityinnovation.org/wiki/Camille_Clark Camille Clark]

[[Category:Student Priorities|Student_Priorities]]

Priorities:University of Wisconsin - Madison Student Priorities

2017-01-27T00:18:10Z

Rachelacevedo:

Priorities:University of Wisconsin - Madison Student Priorities

2017-01-27T00:03:41Z

Rachelacevedo:

== Overview ==

Coming soon: Your Video (Session 5)

== Strategy #1: Increase Communication Between Students in Different Departments ==

Sample Text

== Strategy #2: Boost Interdepartmental Communication Between Faculty ==

Sample Text

== Strategy #3: Create Clearer Pathways to Finding Valuable Mentorship ==

Sample Text

== Strategy #4: Broaden the Idea of Innovation and Entrepreneurship ==

Sample Text

== Related Links ==

Spring 2017 UIF:

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Hanna_Barton Hanna Barton]

[http://universityinnovation.org/wiki/Tayler_Nowak Tayler Nowak]

[http://universityinnovation.org/wiki/Camille_Clark Camille Clark]

[[Category:Student Priorities|Student_Priorities]]

Priorities:University of Wisconsin - Madison Student Priorities

2017-01-27T00:02:33Z

Rachelacevedo:

== Overview ==

Coming soon: Your Video (Session 5)

== Strategy #1: Increase Communication Between Students in Different Departments ==

Sample Text

== Strategy #2: Boost Interdepartmental Communication Between Faculty ==

Sample Text

== Strategy #3: Create Clearer Pathways to Finding Valuable Mentorship ==

Sample Text

== Strategy #4: Broaden the Idea of Innovation and Entrepreneurship ==

Sample Text

== Related Links ==

Spring 2017 UIF:

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

Hanna Barton

Tayler Nowak

Camille Clark

[[Category:Student Priorities|Student_Priorities]]

Priorities:University of Wisconsin - Madison Student Priorities

2017-01-27T00:00:56Z

Rachelacevedo:

== Overview ==

Coming soon: Your Video (Session 5)

== Strategy #1: Increase Communication Between Students in Different Departments ==

Sample Text

== Strategy #2: Boost Interdepartmental Communication Between Faculty ==

Sample Text

== Strategy #3: Create Clearer Pathways to Finding Valuable Mentorship ==

Sample Text

== Strategy #4: Broaden the Idea of Innovation and Entrepreneurship ==

Sample Text

== Related Links ==

Spring 2017 UIF:

[[Category:Student Priorities|Student_Priorities]]

School:University of Wisconsin - Madison

2017-01-20T04:10:05Z

Rachelacevedo:

== Overview ==
[[File:UWCrest 4c.png|thumb|UWCrest 4c.png]]
The University of Wisconsin - Madison is a Big Ten Research University located in the heart of the homey midwest. With 30,000+ undergraduate students, 9,000 graduate students, and a faculty and staff of 16,000, UW is a large, thriving campus with individual colleges. The university was founded on the [http://www.wisc.edu/wisconsin-idea/ Wisconsin Idea], forever forward and innovative. As such, the campus features many resources for innovation and design on campus and is known for its landmark discoveries in various fields.

== Student Entrepreneurship ==

The University of Wisconsin - Madison is a great place for students who want a chance to incorporate entrepreneurship into their future careers. [https://bus.wisc.edu/centers/weinert The Weinert Center for Entrepreneurship] was created to put emphasis on teaching, research, and service pertaining to entrepreneurial management and start-up development. Students in the Wisconsin School of Business (WSoB) also have the opportunity the pursue an Undergraduate Entrepreneurship Major. For students inside and outside of the WSoB, there is an Undergraduate Certificate for Entrepreneurship. 

Other Entrepreneurial resources include:

*[https://bus.wisc.edu/centers/weinert Distinguished Entrepreneurs Lunch]
*[http://www.housing.wisc.edu/residencehalls-lc-erlc.htm Enrepreneurial Residential Learning Community] 
*[https://win.wisc.edu/organization/BE/about Badger Entrepreneurs] 
*[http://bus.wisc.edu/degrees-programs/non-business-majors/wisconsin-entrepreneurial-bootcamp Wisconsin Entrepreneural Bootcamp (WEB)] 

== Faculty Innovation and Entrepreneurship ==

University faculty have always had a long history of innovation and entrepreneurship, from the [https://stemcells.wisc.edu/node/85 discovery of the stem cell] to being ranked high in the list of [http://news.wisc.edu/uw-madison-ranked-highly-in-list-of-universities-that-produce-top-ceos/ universities that produce top CEOs]. UW - Madison faculty consistently show that they are committed to the Wisconsin Idea - perpetuating the use of education for public good inside and outside the classroom. This can also be seen in the wide range of courses that incorporate innovation, entrepreneurship, and design thinking. Arguably the entire campus, ranging from the College of Engineering to the School of Human Ecology, is invested in educating student in innovation and design thinking.

== University Technology Transfer Function ==

Although UW does not have an office to directly address Technology Transfers, the [http://www.warf.org/ Wisconsin Alumni Research Foundation] offers aid in licensing technologies and the [https://ocr.wisc.edu/technology-transfer Office of Corporate Relations] suggests working through their offerings.

== University - Industry Collaboration ==

<span style="font-size: 14.666666666666666px; font-family: Arial; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">The University of Wisconsin - Madison maintains strong ties to both local and international businesses. As the major college in the very loyal state of Wisconsin, the university is a sought after collaborator for numerous industries. [https://ocr.wisc.edu The Office of Corporate Relations]<span style="font-size: 14.666666666666666px; font-family: Arial; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">[https://ocr.wisc.edu  (OCR)] works to understand unique business needs and connect businesses with the resources, expertise, and cutting-edge technology available at the university as well as inviting industry professionals to campus to boost company presence. Because [http://www.gener8tor.com gener8tor]<span style="font-size: 14.666666666666666px; font-family: Arial; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">, a nationally-ranked accelerator, is just down the road from campus, there is increasing synergy between entrepreneurial-minded students and the company’s programs. There is also currently a new office in development known as the [http://www.med.wisc.edu/news-events/new-office-to-foster-university-collaboration-with-industry/32409 Office of Industrial Contracts]<span style="font-size: 14.666666666666666px; font-family: Arial; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;"> within the Graduate School to help negotiate research contracts in response to a growing number of collaborations with researchers and the private sector. Undergraduate students also have the opportunity to work in collaboration with companies and nonprofit organizations in the classroom to solve respective problems commonly referred to as experiential learning or high impact practice.

== Regional and Local Economic Development ==

[https://www.wisconsin.edu/offices/office-of-university-relations/economic-development/ The Office of Economic Development] offers a connection between local industry and the innovative spirit and entrepreneurial energy of the UW school system. This fosters job growth in the community and makes it easier for UW system students to network with local businesses. This system is one of Wisconsin's largest economic development assests and proves very useful to the students and surrounding businesses.

== Related Links ==

[https://docs.google.com/spreadsheets/d/18a4vltIotFGEz-1f2EVqaifMbVhRrrIcuvpcXPa-7HQ/edit#gid=9 Landscape Canvas (January 2017)]

Entreprenuership Guide ([https://bus.wisc.edu/~/media/bus/k-e/insite/insitequickpage_9-21-16.pdf?la=en PDF]) or ([https://apps.bus.wisc.edu/insite-entrepreneurship-guide/ interactive]) established by INSITE ([https://bus.wisc.edu/centers/insite Initiative for Studies in Transformational Entreprenuership])

== Student Contributors ==

[http://universityinnovation.org/wiki/Camille_Clark Camille Clark] 

[[hanna_barton|Hanna Barton]]

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Tayler_Nowak Tayler Nowak]

School:University of Wisconsin - Madison

2017-01-20T04:07:14Z

Rachelacevedo:

== Overview ==
[[File:UWCrest 4c.png|thumb|UWCrest 4c.png]]
The University of Wisconsin - Madison is a Big Ten Research University located in the heart of the homey midwest. With 30,000+ undergraduate students, 9,000 graduate students, and a faculty and staff of 16,000, UW is a large, thriving campus with individual colleges. The university was founded on the [http://www.wisc.edu/wisconsin-idea/ Wisconsin Idea], forever forward and innovative. As such, the campus features many resources for innovation and design on campus and is known for its landmark discoveries in various fields.

== Student Entrepreneurship ==

The University of Wisconsin - Madison is a great place for students who want a chance to incorporate entrepreneurship into their future careers. [https://bus.wisc.edu/centers/weinert The Weinert Center for Entrepreneurship] was created to put emphasis on teaching, research, and service pertaining to entrepreneurial management and start-up development. Students in the Wisconsin School of Business (WSoB) also have the opportunity the pursue an Undergraduate Entrepreneurship Major. For students inside and outside of the WSoB, there is an Undergraduate Certificate for Entrepreneurship. 

Other Entrepreneurial resources include:

*[https://bus.wisc.edu/centers/weinert Distinguished Entrepreneurs Lunch]
*[http://www.housing.wisc.edu/residencehalls-lc-erlc.htm Enrepreneurial Residential Learning Community] 
*[https://win.wisc.edu/organization/BE/about Badger Entrepreneurs] 
*[http://bus.wisc.edu/degrees-programs/non-business-majors/wisconsin-entrepreneurial-bootcamp Wisconsin Entrepreneural Bootcamp (WEB)] 

== Faculty Innovation and Entrepreneurship ==

University faculty have always had a long history of innovation and entrepreneurship, from the [https://stemcells.wisc.edu/node/85 discovery of the stem cell] to being ranked high in the list of [http://news.wisc.edu/uw-madison-ranked-highly-in-list-of-universities-that-produce-top-ceos/ universities that produce top CEOs]. UW - Madison faculty consistently show that they are committed to the Wisconsin Idea - perpetuating the use of education for public good inside and outside the classroom. This can also be seen in the wide range of courses that incorporate innovation, entrepreneurship, and design thinking. Arguably the entire campus, ranging from the College of Engineering to the School of Human Ecology, is invested in educating student in innovation and design thinking.

== University Technology Transfer Function ==

Although UW does not have an office to directly address Technology Transfers, the [http://www.warf.org/ Wisconsin Alumni Research Foundation] offers aid in licensing technologies and the [https://ocr.wisc.edu/technology-transfer Office of Corporate Relations] suggests working through their offerings.

== University - Industry Collaboration ==

<span style="font-size: 14.666666666666666px; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">The University of Wisconsin - Madison maintains strong ties to both local and international businesses. As the major college in the very loyal state of Wisconsin, the university is a sought after collaborator for numerous industries. The Office of Corporate Relations ([https://ocr.wisc.edu <span style="font-size: 14.666666666666666px; font-family: Arial; color: rgb(17, 85, 204); background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">https://ocr.wisc.edu]<span style="font-size: 14.666666666666666px; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">)  (OCR) works to understand unique business needs and connect businesses with the resources, expertise, and cutting-edge technology available at the university as well as inviting industry professionals to campus to boost company presence. Because gener8tor ([http://www.gener8tor.com <span style="font-size: 14.666666666666666px; font-family: Arial; color: rgb(17, 85, 204); background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">http://www.gener8tor.com]<span style="font-size: 14.666666666666666px; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">) , a nationally-ranked accelerator, is just down the road from campus, there is increasing synergy between entrepreneurial-minded students and the company’s programs. There is also currently a new office in development known as the Office of Industrial Contracts ([http://www.med.wisc.edu/news-events/new-office-to-foster-university-collaboration-with-industry/32409 <span style="font-size: 14.666666666666666px; font-family: Arial; color: rgb(17, 85, 204); background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">http://www.med.wisc.edu/news-events/new-office-to-foster-university-collaboration-with-industry/32409]<span style="font-size: 14.666666666666666px; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-variant-ligatures: normal; font-variant-position: normal; font-variant-numeric: normal; font-variant-alternates: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">) within the Graduate School to help negotiate research contracts in response to a growing number of collaborations with researchers and the private sector. Undergraduate students also have the opportunity to work in collaboration with companies and nonprofit organizations in the classroom to solve respective problems commonly referred to as experiential learning or high impact practice.

== Regional and Local Economic Development ==

[https://www.wisconsin.edu/offices/office-of-university-relations/economic-development/ The Office of Economic Development] offers a connection between local industry and the innovative spirit and entrepreneurial energy of the UW school system. This fosters job growth in the community and makes it easier for UW system students to network with local businesses. This system is one of Wisconsin's largest economic development assests and proves very useful to the students and surrounding businesses.

== Related Links ==

[https://docs.google.com/spreadsheets/d/18a4vltIotFGEz-1f2EVqaifMbVhRrrIcuvpcXPa-7HQ/edit#gid=9 Landscape Canvas (January 2017)]

Entreprenuership Guide ([https://bus.wisc.edu/~/media/bus/k-e/insite/insitequickpage_9-21-16.pdf?la=en PDF]) or ([https://apps.bus.wisc.edu/insite-entrepreneurship-guide/ interactive]) established by INSITE ([https://bus.wisc.edu/centers/insite Initiative for Studies in Transformational Entreprenuership])

== Student Contributors ==

[http://universityinnovation.org/wiki/Camille_Clark Camille Clark] 

[[hanna_barton|Hanna Barton]]

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Tayler_Nowak Tayler Nowak]

School:University of Wisconsin - Madison

2017-01-20T03:43:13Z

Rachelacevedo:

School:University of Wisconsin - Madison

2017-01-20T03:34:15Z

Rachelacevedo:

School:University of Wisconsin - Madison

2017-01-20T03:27:01Z

Rachelacevedo:

School:University of Wisconsin - Madison

2017-01-20T03:26:11Z

Rachelacevedo:

School:University of Wisconsin - Madison

2017-01-20T03:24:19Z

Rachelacevedo:

School:University of Wisconsin - Madison

2017-01-20T03:08:24Z

Rachelacevedo:

School:University of Wisconsin - Madison

2017-01-20T03:06:50Z

Rachelacevedo:

School:University of Wisconsin - Madison

2017-01-20T03:06:10Z

Rachelacevedo:

School:University of Wisconsin - Madison

2017-01-20T03:05:08Z

Rachelacevedo:

== Overview ==
[[File:UWCrest 4c.png|thumb]]
The University of Wisconsin - Madison is a Big Ten Research University located in the heart of the homey midwest. With 30,000+ undergraduate students, 9,000 graduate students, and a faculty and staff of 16,000, UW is a large, thriving campus with individual colleges. The university was founded on the [http://www.wisc.edu/wisconsin-idea/ Wisconsin Idea], forever forward and innovative. As such, the campus features many resources for innovation and design on campus and is known for its landmark discoveries in various fields.

== Student Entrepreneurship ==

The University of Wisconsin - Madison is a great place for students who want a chance to encorporate entrepreneurship into their future careers. [https://bus.wisc.edu/centers/weinert The Weinert Center for Entrepreneurship] was created to put emphasis on teaching, research, and service pertaining to entrepreneurial management and start-up development. Students in the School of Business also have the opportunity the pursue an Undergraduate Entrepreneurship Major. For students outside of the Business School, there is an Undergraduate Certificate for Entrepreneurship. 

Other Entrepreneurial resources include:

*[https://bus.wisc.edu/centers/weinert Distinguish Entrepreneurs Lunch]
*[http://www.housing.wisc.edu/residencehalls-lc-erlc.htm Enrepreneurial Residential Learning Community]
*[https://win.wisc.edu/organization/BE/about Badger Entrepreneurs]
*[http://bus.wisc.edu/degrees-programs/non-business-majors/wisconsin-entrepreneurial-bootcamp Wisconsin Entrepreneural Bootcamp (WEB)]

== Faculty Innovation and Entrepreneurship ==

== University Technology Transfer Function ==

Although UW does not have an office to directly address Technology Transfers, the [http://www.warf.org/ Wisconsin Alumni Research Foundation] offers aid in licensing technologies and the [https://ocr.wisc.edu/technology-transfer Office of Corporate Relations] suggests working through their offerings.

== University - Industry Collaboration ==

== Regional and Local Economic Development ==

== Other ==

== Related Links ==

School:University of Wisconsin - Madison

2017-01-20T02:58:42Z

Rachelacevedo:

== Overview ==
[[File:UWCrest 4c.png|thumb]]
The University of Wisconsin - Madison is a Big Ten Research University located in the heart of the homey midwest. With 30,000+ undergraduate students, 9,000 graduate students, and a faculty and staff of 16,000, UW is a large, thriving campus with individual colleges. The university was founded on the [http://www.wisc.edu/wisconsin-idea/ Wisconsin Idea], forever forward and innovative. As such, the campus features many resources for innovation and design on campus and is known for its landmark discoveries in various fields.

== Student Entrepreneurship ==

The University of Wisconsin - Madison is a great place for students who want a chance to encorporate entrepreneurship into their future careers. The Weinert Center for Entrepreneurship was created to put emphasis on teaching, research, and service pertaining to entrepreneurial management and start-up development. Students in the School of Business also have the opportunity the pursue an Undergraduate Entrepreneurship Major. For students outside of the Business School, there is an Undergraduate Certificate for Entrepreneurship. 

== Faculty Innovation and Entrepreneurship ==

== University Technology Transfer Function ==

Although UW does not have an office to directly address Technology Transfers, the [http://www.warf.org/ Wisconsin Alumni Research Foundation] offers aid in licensing technologies and the [https://ocr.wisc.edu/technology-transfer Office of Corporate Relations] suggests working through their offerings.

== University - Industry Collaboration ==

== Regional and Local Economic Development ==

== Other ==

== Related Links ==

School:University of Wisconsin - Madison

2017-01-20T02:46:38Z

Rachelacevedo:

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-05T17:34:04Z

Rachelacevedo:

"Innovation" defines itself as "a new idea, device or method". We in this fast moving world experience a rapid change in science, ideology and thought process, hence it is a fact that innovation in each sector helps to enhance features, reduce flaws and invite creativity in the concerned field. Injecting a series of innovation in an organization leads to start a trend or "culture of innovation''in that organization, which helps to keep its members active, in trend and most of all helps them to be creative and allows them to think from a different perspective. Here are few basic inclusive movements that will help to ignite the culture of innovation in an organization.''

== Introduction ==

Clearly, to start up with a strategy to start these movements, it is necessary to have an enormous potential, potential to be ready to tighten up seat belt to blast-off for innovation. To start an movement, all you need is a clear mind with a clear goal. Once you are set with a goal, just move forward and start with basic steps to implement, promote, educate, and enhance your movement. Get the required permissions, look out for supports (even if you face rejections, keep trying), search for funds, find the correct team and finally get set and launch your movement. Remember, this will require lots of patience and a spirit to keep moving on until the goal is reached. 

== Finding a Need and Goal  ==

In order to create a successful, inclusive movement, one must first have a need on their campus that is not being fulfilled by the administration as well as a clear, well-defined goal. To identify a need on campus, it is important to speak to a range of faculty, staff, and students to ensure that a majority of people's opinions align to one specific need. Whether that is a need for a new design space, a new major, or more interaction between disciplines, it is very important that a majority of people on campus believe in your cause. Once a wide range of people on campus believes in your movement, all that is needed a clear, well-defined goal. Once your goal is well defined, you can then begin presenting this idea to important faculty members who can help champion your movement. 

== Academic Permission and Support  ==
<div>Ryan didn’t have any '''permission''' in the early going for the idea. After doing the Landscape canvas (a session where you assess what your campus needs to flourish), they noticed many groups where working separately to create their own spaces. That led to the idea that they could all work together to build one inclusive, design space. They then began pitching their idea to leaders across campus. One of them was interested in helping, and then it took off! </div><div>This gets to Ryan's core belief that says “it is easier to ask for forgiveness than to ask for permission”. Often times he has found when working on projects, whether at Microsoft or school, that when you go to someone asking for permission, most people want to stop you. When your projects are large in scale and challenge the way things are done, it can by scary for people who may be uncomfortable and it is their immediate reaction to stop you. </div><div>Obviously this comes with risks. You want to make sure what you are doing will not cause a large negative outcome or else you risk getting into serious trouble. Luckily though, almost everything fellows have done is better for everyone involved once it is complete. </div><div>The one place this idea does not work is with safety and compliance concerns. Ryan and his team had experts from the fire and police department come in to help with concerns such as ventilation and making sure they had proper entrances and exits in case of a fire. </div><div>As far as '''support''', They were supported by as many different groups across campus. This included the Colleges of Engineering, Business, Libraries, and Architecture, Office of Technology Development, various local K - 12 schools and local businesses. This support ranged greatly from helping design classes or workshops to actual funding support. Many people worked very closely with Ryan's group early on to influence the design of the space. Their idea was to involve the “customers” (students, businesses and professors) as early in the process as possible so they could make the space as great as they possibly could. </div>
== Cost ==

When we talk about costs, we need to embrace many points: 

The promotion of the activities you will roll into your University involves a cost. How you raise funds will depend on who your audiences are. So when you need to raise money, for example, you need to make fliers and all the marketing resources needed, talk to the president of the campus and convince him that it would be useful, and see how can be valuable, cool and fun for the students. As Ryan said, prove that you are real and you have something to offer.

You also need to think about the cost of the space where the movement is taking place and all the materials involved. The space must be attractive, original and entertaining to engage students, but this all comes at a cost. If you are creating this space on your campus, then try to adjust that space in the best way possible, such as renting a tent and inviting students to enjoy the space on their breaks. 

Experiment with different kind of ideas to obtain an effective one. If this idea is a big movement, it may involve a lot of costs, but don't be afraid of thinking crazy things. The sky is the limit and if it's something that they've never seen before, better.

The best way of avoiding problems and saving money is to keep in touch with experts of any topic involved in the movement. It's better to raise your hand and ask before it's too late. 

Time is a cost. Before having success, you should knock on many doors, send a lot of emails, join groups at your University, work in different places to understand how things work. It is likely that only the 10% of the people you ask for support will answer, but they are more than the 0 you have at first, said Ryan.

Talks and conferences are another way of attracting people, and you should take care of your words and prepare an attractive pitch. This takes time so be patient and practice a lot. As Nadia said, it would be great to have a million dollars and do whatever you want to, but there is a system that you have to respect, even if you agree or not.

Meetings are another cost, but they are important to do networking. Remember that one of the most important things is to find someone who really cares of what you are doing, in a high level, who can champion your movement. Working with a team is always better but remember, focus in the ones who care about you and your mission, because the others are a waste of time and money.

Finally, inclusiveness involves people of all types of abilities, so make sure that the movement includes everyone and the activities help to mix in everyone so they don't feel alone. This may involve more costs, but is worth it to create an inclusive movement. 

== Leadership ==

When it comes to '''lead '''a movement you need two kinds of leadership: towards the people in your team and toward the target public of your movement.

First, you need to find the people on your campus that believe in your ideas and would work with you. Leading doesn't mean doing and knowing everything, on the contrary, it is always good to let experts participate and do what they excell at. As Nadia said "to be a genius you don't have to know everything, you just have to know one or two things generally well and then ask a whole bunch of questions". To ask these questions you may need to talk with very important people, and, as Ryan mentioned, you don't have to be afraid of emailing them, the worst case scenario is that they don't respond.

Regarding the public of your movement it is crucial to make your movement inclusive. That is, thinking about all the minorities that can be benefited from your project. And remember, there's no leadership without empathy. "The core of every inclusive movement is mutual respect" says Nadia in her [https://medium.com/@Code2040/start-with-love-c05a2f264171#.281e2f2pw talk] and adds "I may not have been where you’ve been, but I can empathize with your humanity". 

== Launch  ==

This step actually starts from the very beginning of your movement. The first launch is when one finally decides to start the culture of innovation. But as an overall process, the launch is one of the final steps that is to be taken up to start the movement of innovation. It is important that before the launch, all the legal and academic permissions are obtained and all resources are collected ( the 3M ''resources''- ''Man, ''''Machine'''', and Material''). It is important to have a team organized and an organization chart needs to be created beforehand.

After this, the final part of the launch comes into existence, which involves '''''Plan-Do-Check-Analyse (PDCA) '''''which is a closed loop procedure which involves the following:

'''Plan:   '''Plan out the required guidelines and checklist for the members of the team. Having this created, designation of responsibilities to the team members must be carried on.

'''Do:'''   Start to implement your movement, engage your team members to continuously work to reach your movement to a number of members and help them to achieve their desired goals.

'''Check: '''  Monitoring your progress is an important part of your launch, you would not know whether your movement is a success or a failure until and unless you keep a check on your progress.

'''Analyse: '''  Check your progress and filter out your pros and cons of your movement and take steps to''re-plan ''your movement so as to eliminating the cons and taking over the advantages of the pro. Repeat the PDCA to have a successful running movement of innovation in the organization.

== Student Contribution ==

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Ria_Singh Ria Singh]

[[User:SravaniSegireddy|User:SravaniSegireddy]]

[http://universityinnovation.org/wiki/Cecilia_Tejera Cecilia Tejera]

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-05T17:33:31Z

Rachelacevedo:

"Innovation" defines itself as "a new idea, device or method". We in this fast moving world experience a rapid change in science, ideology and thought process, hence it is a fact that innovation in each sector helps to enhance features, reduce flaws and invite creativity in the concerned field. Injecting a series of innovation in an organization leads to start a trend or "culture of innovation''in that organization, which helps to keep its members active, in trend and most of all helps them to be creative and allows them to think from a different perspective. Here are few basic inclusive movements that will help to ignite the culture of innovation in an organization.''

== Introduction ==

Clearly, to start up with a strategy to start these movements, it is necessary to have an enormous potential, potential to be ready to tighten up seat belt to blast-off for innovation. To start an movement, all you need is a clear mind with a clear goal. Once you are set with a goal, just move forward and start with basic steps to implement, promote, educate, and enhance your movement. Get the required permissions, look out for supports (even if you face rejections, keep trying), search for funds, find the correct team and finally get set and launch your movement. Remember, this will require lots of patience and a spirit to keep moving on until the goal is reached. 

== Finding a Need and Goal  ==

In order to create a successful, inclusive movement, one must first have a need on their campus that is not being fulfilled by the administration as well as a clear, well-defined goal. To identify a need on campus, it is important to speak to a range of faculty, staff, and students to ensure that a majority of people's opinions align to one specific need. Whether that is a need for a new design space, a new major, or more interaction between disciplines, it is very important that a majority of people on campus believe in your cause. Once a wide range of people on campus believes in your movement, all that is needed a clear, well-defined goal. Once your goal is well defined, you can then begin presenting this idea to important faculty members who can help champion your movement. 

== Academic Permission and Support  ==
<div>Ryan didn’t have any '''permission''' in the early going for the idea. After doing the Landscape canvas (a session where you assess what your campus needs to flourish), they noticed many groups where working separately to create their own spaces. That led to the idea that they could all work together to build one inclusive, design space. They then began pitching their idea to leaders across campus. One of them was interested in helping, and then it took off! </div><div>This gets to Ryan's core belief that says “it is easier to ask for forgiveness than to ask for permission”. Often times he has found when working on projects, whether at Microsoft or school, that when you go to someone asking for permission, most people want to stop you. When your projects are large in scale and challenge the way things are done, it can by scary for people who may be uncomfortable and it is their immediate reaction to stop you. </div><div>Obviously this comes with risks. You want to make sure what you are doing will not cause a large negative outcome or else you risk getting into serious trouble. Luckily though, almost everything fellows have done is better for everyone involved once it is complete. </div><div>The one place this idea does not work is with safety and compliance concerns. Ryan and his team had experts from the fire and police department come in to help with concerns such as ventilation and making sure they had proper entrances and exits in case of a fire. </div><div>As far as '''support''', They were supported by as many different groups across campus. This included the Colleges of Engineering, Business, Libraries, and Architecture, Office of Technology Development, various local K - 12 schools and local businesses. This support ranged greatly from helping design classes or workshops to actual funding support. Many people worked very closely with Ryan's group early on to influence the design of the space. Their idea was to involve the “customers” (students, businesses and professors) as early in the process as possible so they could make the space as great as they possibly could. </div>
== Cost ==

When we talk about costs, we need to embrace many points: 

The promotion of the activities you will roll into your University involves a cost. How you raise funds will depend on who your audiences are. So when you need to raise money, for example, you need to make fliers and all the marketing resources needed, talk to the president of the campus and convince him that it would be useful, and see how can be valuable, cool and fun for the students. As Ryan said, prove that you are real and you have something to offer.

You also need to think about the cost of the space where the movement is taking place and all the materials involved. The space must be attractive, original and entertaining to engage students, but this all comes at a cost. If you are creating this space on your campus, then try to adjust that space in the best way possible, such as renting a tent and inviting students to enjoy the space on their breaks. 

Experiment with different kind of ideas to obtain an effective one. If this idea is a big movement, it may involve a lot of costs, but don't be afraid of thinking crazy things. The sky is the limit and if it's something that they've never seen before, better.

The best way of avoiding problems and saving money is to keep in touch with experts of any topic involved in the movement. It's better to raise your hand and ask before it's too late. 

Time is a cost. Before having success, you should knock on many doors, send a lot of emails, join groups at your University, work in different places to understand how things work. It is likely that only the 10% of the people you ask for support will answer, but they are more than the 0 you have at first, said Ryan.

Talks and conferences are another way of attracting people, and you should take care of your words and prepare an attractive pitch. This takes time so be patient and practice a lot. As Nadia said, it would be great to have a million dollars and do whatever you want to, but there is a system that you have to respect, even if you agree or not.

Meetings are another cost, but they are important to do networking. Remember that one of the most important things is to find someone who really cares of what you are doing, in a high level, who can champion your movement. Working with a team is always better but remember, focus in the ones who care about you and your mission, because the others are a waste of time and money.

Finally, inclusiveness involves people of all types of abilities, so make sure that the movement includes everyone and the activities help to mix in everyone so they don't feel alone. This may involve more costs, but is worth it to create an inclusive movement.

 

== Leadership ==

When it comes to '''lead '''a movement you need two kinds of leadership: towards the people in your team and toward the target public of your movement.

First, you need to find the people on your campus that believe in your ideas and would work with you. Leading doesn't mean doing and knowing everything, on the contrary, it is always good to let experts participate and do what they excell at. As Nadia said "to be a genius you don't have to know everything, you just have to know one or two things generally well and then ask a whole bunch of questions". To ask these questions you may need to talk with very important people, and, as Ryan mentioned, you don't have to be afraid of emailing them, the worst case scenario is that they don't respond.

Regarding the public of your movement it is crucial to make your movement inclusive. That is, thinking about all the minorities that can be benefited from your project. And remember, there's no leadership without empathy. "The core of every inclusive movement is mutual respect" says Nadia in her [https://medium.com/@Code2040/start-with-love-c05a2f264171#.281e2f2pw talk] and adds "I may not have been where you’ve been, but I can empathize with your humanity". 

== Launch  ==

This step actually starts from the very beginning of your movement. The first launch is when one finally decides to start the culture of innovation. But as an overall process, the launch is one of the final steps that is to be taken up to start the movement of innovation. It is important that before the launch, all the legal and academic permissions are obtained and all resources are collected ( the 3M ''resources''- ''Man, ''''Machine'''', and Material''). It is important to have a team organized and an organization chart needs to be created beforehand.

After this, the final part of the launch comes into existence, which involves '''''Plan-Do-Check-Analyse (PDCA) '''''which is a closed loop procedure which involves the following:

'''Plan:   '''Plan out the required guidelines and checklist for the members of the team. Having this created, designation of responsibilities to the team members must be carried on.

'''Do:'''   Start to implement your movement, engage your team members to continuously work to reach your movement to a number of members and help them to achieve their desired goals.

'''Check: '''  Monitoring your progress is an important part of your launch, you would not know whether your movement is a success or a failure until and unless you keep a check on your progress.

'''Analyse: '''  Check your progress and filter out your pros and cons of your movement and take steps to''re-plan ''your movement so as to eliminating the cons and taking over the advantages of the pro. Repeat the PDCA to have a successful running movement of innovation in the organization.

== Student Contribution ==

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Ria_Singh Ria Singh]

[[User:SravaniSegireddy|User:SravaniSegireddy]]

[http://universityinnovation.org/wiki/Cecilia_Tejera Cecilia Tejera]

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-05T17:22:11Z

Rachelacevedo:

"Innovation" defines itself as "a new idea, device or method". We in this fast moving world experience a rapid change in science, ideology and thought process, hence it is a fact that innovation in each sector helps to enhance features, reduce flaws and invite creativity in the concerned field. Injecting a series of innovation in an organization leads to start a trend or "culture of innovation''in that organization, which helps to keep its members active, in trend and most of all helps them to be creative and allows them to think from a different perspective. Here are few basic inclusive movements that will help to ignite the culture of innovation in an organization.''

== Introduction ==

Clearly, to start up with a strategy to start these movements, it is necessary to have an enormous potential, potential to be ready to tighten up seat belt to blast-off for innovation. To start an movement, all you need is a clear mind with a clear goal. Once you are set with a goal, just move forward and start with basic steps to implement, promote, educate, and enhance your movement. Get the required permissions, look out for supports (even if you face rejections, keep trying), search for funds, find the correct team and finally get set and launch your movement. Remember, this will require lots of patience and a spirit to keep moving on until the goal is reached. 

== Finding a Need and Goal  ==

In order to create a successful, inclusive movement, one must first have a need on their campus that is not being fulfilled by the administration as well as a clear, well-defined goal. To identify a need on campus, it is important to speak to a range of faculty, staff, and students to ensure that a majority of people's opinions align to one specific need. Whether that is a need for a new design space, a new major, or more interaction between disciplines, it is very important that a majority of people on campus believe in your cause. Once a wide range of people on campus believes in your movement, all that is needed a clear, well-defined goal. Once your goal is well defined, you can then begin presenting this idea to important faculty members who can help champion your movement. 

== Academic Permission and Support  ==
<div>Ryan didn’t have any '''permission''' in the early going for the idea. After doing the Landscape canvas (a session where you assess what your campus needs to flourish), they noticed many groups where working separately to create their own spaces. That led to the idea that they could all work together to build one inclusive, design space. They then began pitching their idea to leaders across campus. One of them was interested in helping, and then it took off! </div><div>This gets to Ryan's core belief that says “it is easier to ask for forgiveness than to ask for permission”. Often times he has found when working on projects, whether at Microsoft or school, that when you go to someone asking for permission, most people want to stop you. When your projects are large in scale and challenge the way things are done, it can by scary for people who may be uncomfortable and it is their immediate reaction to stop you. </div><div>Obviously this comes with risks. You want to make sure what you are doing will not cause a large negative outcome or else you risk getting into serious trouble. Luckily though, almost everything fellows have done is better for everyone involved once it is complete. </div><div>The one place this idea does not work is with safety and compliance concerns. Ryan and his team had experts from the fire and police department come in to help with concerns such as ventilation and making sure they had proper entrances and exits in case of a fire. </div><div>As far as '''support''', They were supported by as many different groups across campus. This included the Colleges of Engineering, Business, Libraries, and Architecture, Office of Technology Development, various local K - 12 schools and local businesses. This support ranged greatly from helping design classes or workshops to actual funding support. Many people worked very closely with Ryan's group early on to influence the design of the space. Their idea was to involve the “customers” (students, businesses and professors) as early in the process as possible so they could make the space as great as they possibly could. </div>
== Cost ==

When we talk about costs, we need to embrace many points: 

The promotion of the activities you will roll into your University involves a cost. How you raise funds will depend on who your audiences are. So when you need to raise money, for example, you need to make fliers and all the marketing resources needed, talk to the president of the campus and convince him that it would be useful, and see how can be valuable, cool and fun for the students. As Ryan said, prove that you are real and you have something to offer.

You also need to think about the cost of the space where the movement is taking place and all the materials involved. The space must be attractive, original and entertaining to engage students, but this all comes at a cost. If you are creating this space on your campus, then try to adjust that space in the best way possible, such as renting a tent and inviting students to enjoy the space on their breaks. 

Experiment with different kind of ideas to obtain an effective one. If this idea is a big movement, it may involve a lot of costs, but don't be afraid of thinking crazy things. The sky is the limit and if it's something that they've never seen before, better.

The best way of avoiding problems and saving money is to keep in touch with experts of any topic involved in the movement. It's better to raise your hand and ask before it's too late. 

Time is a cost. Before having success, you should knock on many doors, send a lot of emails, join groups at your University, work in different places to understand how things work. It is likely that only the 10% of the people you ask for support will answer, but they are more than the 0 you have at first, said Ryan.

Talks and conferences are another way of attracting people, and you should take care of your words and prepare an attractive pitch. This takes time so be patient and practice a lot. As Nadia said, it would be great to have a million dollars and do whatever you want to, but there is a system that you have to respect, even if you agree or not.

Meetings are another cost, but they are important to do networking. Remember that one of the most important things is to find someone who really cares of what you are doing, in a high level, who can champion your movement. Working with a team is always better but remember, focus in the ones who care about you and your mission, because the others are a waste of time and money.

Finally, inclusiveness involves people of all types of abilities, so make sure that the movement includes everyone and the activities help to mix in everyone so they don't feel alone. This may involve more costs, but is worth it to create an inclusive movement.

 

== Leadership ==

When it comes to '''lead '''a movement you need two kinds of leadership: towards the people in your team and toward the target public of your movement.

First, you need to find the people on your campus that believe in your ideas and would work with you. Leading doesn't mean doing and knowing everything, on the contrary is always good to let experts participate and do what they excell at. As Nadia said "to be a genius you don't have to know everything, you just have to know one or two things generally well and then ask a whole bunch of questions. To ask this questions maybe you need to talk with very important people and as Ryan mentioned you don't have to be afraid of emailing them, the worst case is that they don't respond.

Regarding the public of your movement it is crucial to make your movement inclusive. That is, thinking about all the minorities that can be benefited from your project. And remember there's no leadership without empathy. "The core of every inclusive movement is mutual respect" says Diana in her [https://medium.com/@Code2040/start-with-love-c05a2f264171#.281e2f2pw talk] and adds "I may not have been where you’ve been, but I can empathize with your humanity". 

== Launch  ==

This step actually starts from the very beginning of your movement. The first launch is when one finally decides to start the culture of innovation. But as an overall process, the launch is one of the final steps that is to be taken up to start the movement of innovation. It is important that before the launch, all the legal and academic permissions are obtained and all resources are collected ( the 3M ''resources''- ''Man, ''''Machine'''', and Material''). It is important to have a team organized and an organization chart needs to be created beforehand.

After this, the final part of the launch comes into existence, which involves '''''Plan-Do-Check-Analyse (PDCA) '''''which is a closed loop procedure which involves the following:

'''Plan:   '''Plan out the required guidelines and checklist for the members of the team. Having this created, designation of responsibilities to the team members must be carried on.

'''Do:'''   Start to implement your movement, engage your team members to continuously work to reach your movement to a number of members and help them to achieve their desired goals.

'''Check: '''  Monitoring your progress is an important part of your launch, you would not know whether your movement is a success or a failure until and unless you keep a check on your progress.

'''Analyse: '''  Check your progress and filter out your pros and cons of your movement and take steps to''re-plan ''your movement so as to eliminating the cons and taking over the advantages of the pro. Repeat the PDCA to have a successful running movement of innovation in the organization.

== How to build inclusive movements that fuel a culture of innovaton ==

Talking to [http://universityinnovation.org/wiki/Ryan_Phillips Ryan Phillips] and [http://universityinnovation.org/wiki/Nadia_Gathers Nadia Gathers], it was a tremendous experience. Their works and movement have expanded our thinking and view with respect to innovation and the changes that can be bought about by their rigorous hard work and dedication.

Our Wiki page is a conclusion from their experiences

[http://universityinnovation.org/wiki/Ria_Singh Ria] got her motivations touch the sky when she heard the wardwork done by Ryan and Nadia to get their permissions and supports. It was very inpiring and she learnt that the one should keep on requesting and working until and unless we get support and a "'''yes'''" from the authorities. Their hardwork inspired her. Nadia's and Ryan's spirit to never let down even in the worst situation shows that, one should stop not till the goal is reached. Fix out your goal and go for it, and if you believe you can, then you will.

== Student Contribution ==

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Ria_Singh Ria Singh]

[[User:SravaniSegireddy|User:SravaniSegireddy]]

[http://universityinnovation.org/wiki/Cecilia_Tejera Cecilia Tejera]

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-05T17:19:02Z

Rachelacevedo:

"Innovation" defines itself as "a new idea, device or method". We in this fast moving world experience a rapid change in science, ideology and thought process, hence it is a fact that innovation in each sector helps to enhance features, reduce flaws and invite creativity in the concerned field. Injecting a series of innovation in an organization leads to start a trend or "culture of innovation''in that organization, which helps to keep its members active, in trend and most of all helps them to be creative and allows them to think from a different perspective. Here are few basic inclusive movements that will help to ignite the culture of innovation in an organization.''

== '''Introduction''' ==

Clearly, to start up with a strategy to start these movements, it is necessary to have an enormous potential, potential to be ready to tighten up seat belt to blast-off for innovation. To start an movement, all you need is a clear mind with a clear goal. Once you are set with a goal, just move forward and start with basic steps to implement, promote, educate, and enhance your movement. Get the required permissions, look out for supports (even if you face rejections, keep trying), search for funds, find the correct team and finally get set and launch your movement. Remember, this will require lots of patience and a spirit to keep moving on until the goal is reached. 

== '''Finding a Need and Goal ''' ==

In order to create a successful, inclusive movement, one must first have a need on their campus that is not being fulfilled by the administration as well as a clear, well-defined goal. To identify a need on campus, it is important to speak to a range of faculty, staff, and students to ensure that a majority of people's opinions align to one specific need. Whether that is a need for a new design space, a new major, or more interaction between disciplines, it is very important that a majority of people on campus believe in your cause. Once a wide range of people on campus believes in your movement, all that is needed a clear, well-defined goal. Once your goal is well defined, you can then begin presenting this idea to important faculty members who can help champion your movement. 

== Academic Permission and Support  ==
<div>Ryan didn’t have any '''permission''' in the early going for the idea. After doing the Landscape canvas (a session where you assess what your campus needs to flourish), they noticed many groups where working separately to create their own spaces. That led to the idea that they could all work together to build one inclusive, design space. They then began pitching their idea to leaders across campus. One of them was interested in helping, and then it took off! </div><div>This gets to Ryan's core belief that says “it is easier to ask for forgiveness than to ask for permission”. Often times he has found when working on projects, whether at Microsoft or school, that when you go to someone asking for permission, most people want to stop you. When your projects are large in scale and challenge the way things are done, it can by scary for people who may be uncomfortable and it is their immediate reaction to stop you. </div><div>Obviously this comes with risks. You want to make sure what you are doing will not cause a large negative outcome or else you risk getting into serious trouble. Luckily though, almost everything fellows have done is better for everyone involved once it is complete. </div><div>The one place this idea does not work is with safety and compliance concerns. Ryan and his team had experts from the fire and police department come in to help with concerns such as ventilation and making sure they had proper entrances and exits in case of a fire. </div><div>As far as '''support''', They were supported by as many different groups across campus. This included the Colleges of Engineering, Business, Libraries, and Architecture, Office of Technology Development, various local K - 12 schools and local businesses. This support ranged greatly from helping design classes or workshops to actual funding support. Many people worked very closely with Ryan's group early on to influence the design of the space. Their idea was to involve the “customers” (students, businesses and professors) as early in the process as possible so they could make the space as great as they possibly could. </div>

== Cost ==

When we talk about costs, we need to embrace many points: 

The promotion of the activities you will roll into your University involves a cost. How you raise funds will depend on who your audiences are. So when you need to raise money, for example, you need to make fliers and all the marketing resources needed, talk to the president of the campus and convince him that it would be useful, and see how can be valuable, cool and fun for the students. As Ryan said, prove that you are real and you have something to offer.

You also need to think about the cost of the space where the movement is taking place and all the materials involved. The space must be attractive, original and entertaining to engage students, but this all comes at a cost. If you are creating this space on your campus, then try to adjust that space in the best way possible, such as renting a tent and inviting students to enjoy the space on their breaks. 

Experiment with different kind of ideas to obtain an effective one. If this idea is a big movement, it may involve a lot of costs, but don't be afraid of thinking crazy things. The sky is the limit and if it's something that they've never seen before, better.

The best way of avoiding problems and saving money is to keep in touch with experts of any topic involved in the movement. It's better to raise your hand and ask before it's too late. 

Time is a cost. Before having success, you should knock on many doors, send a lot of emails, join groups at your University, work in different places to understand how things work. It is likely that only the 10% of the people you ask for support will answer, but they are more than the 0 you have at first, said Ryan.

Talks and conferences are another way of attracting people, and you should take care of your words and prepare an attractive pitch. This takes time so be patient and practice a lot. As Nadia said, it would be great to have a million dollars and do whatever you want to, but there is a system that you have to respect, even if you agree or not.

Meetings are another cost, but they are important to do networking. Remember that one of the most important things is to find someone who really cares of what you are doing, in a high level, who can champion your movement. Working with a team is always better but remember, focus in the ones who care about you and your mission, because the others are a waste of time and money.

Finally, inclusiveness involves people of all types of abilities, so make sure that the movement includes everyone and the activities help to mix in everyone so they don't feel alone. This may involve more costs, but is worth it to create an inclusive movement.

 

== Leadership ==

When it comes to '''lead '''a movement you need two kinds of leadership: towards the people in your team and toward the target public of your movement.

First, you need to find the people on your campus that believe in your ideas and would work with you. Leading doesn't mean doing and knowing everything, on the contrary is always good to let experts participate and do what they excell at. As Nadia said "to be a genius you don't have to know everything, you just have to know one or two things generally well and then ask a whole bunch of questions. To ask this questions maybe you need to talk with very important people and as Ryan mentioned you don't have to be afraid of emailing them, the worst case is that they don't respond.

Regarding the public of your movement it is crucial to make your movement inclusive. That is, thinking about all the minorities that can be benefited from your project. And remember there's no leadership without empathy. "The core of every inclusive movement is mutual respect" says Diana in her [https://medium.com/@Code2040/start-with-love-c05a2f264171#.281e2f2pw talk] and adds "I may not have been where you’ve been, but I can empathize with your humanity". 

== Launch  ==

This step actually starts from the very beginning of your movement. The first launch is when one finally decides to start the culture of innovation. But as an overall process, the launch is one of the final steps that is to be taken up to start the movement of innovation. It is important that before the launch, all the legal and academic permissions are obtained and all resources are collected ( the 3M ''resources''- ''Man, ''''Machine'''', and Material''). It is important to have a team organized and an organization chart needs to be created beforehand.

After this, the final part of the launch comes into existence, which involves '''''Plan-Do-Check-Analyse (PDCA) '''''which is a closed loop procedure which involves the following:

'''Plan:   '''Plan out the required guidelines and checklist for the members of the team. Having this created, designation of responsibilities to the team members must be carried on.

'''Do:'''   Start to implement your movement, engage your team members to continuously work to reach your movement to a number of members and help them to achieve their desired goals.

'''Check: '''  Monitoring your progress is an important part of your launch, you would not know whether your movement is a success or a failure until and unless you keep a check on your progress.

'''Analyse: '''  Check your progress and filter out your pros and cons of your movement and take steps to''re-plan ''your movement so as to eliminating the cons and taking over the advantages of the pro. Repeat the PDCA to have a successful running movement of innovation in the organization.

== How to build inclusive movements that fuel a culture of innovaton ==

add text

<parsererror style="display: block; white-space: pre; border: 2px solid #c77; padding: 0 1em 0 1em; margin: 1em; background-color: #fdd; color: black">
== Student Contribution ==

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Ria_Singh Ria Singh]

[[User:SravaniSegireddy|User:SravaniSegireddy]]

[http://universityinnovation.org/wiki/Cecilia_Tejera Cecilia Tejera]

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-05T17:10:54Z

Rachelacevedo:

"Innovation" defines itself as "a new idea, device or method". We in this fast moving world experience a rapid change in science, ideology and thought process, hence it is a fact that innovation in each sector helps to enhance features, reduce flaws and invite creativity in the concerned field. Injecting a series of innovation in an organization leads to start a trend or "culture of innovation''in that organization, which helps to keep its members active, in trend and most of all helps them to be creative and allows them to think from a different perspective. Here are few basic inclusive movements that will help to ignite the culture of innovation in an organization.''

== '''Introduction''' ==

Clearly, to start up with a strategy to start these movements, it is necessary to have an enormous potential, potential to be ready to tighten up seat belt to blast-off for innovation. To start an movement, all you need is a clear mind with a clear goal. Once you are set with a goal, just move forward and start with basic steps to implement, promote, educate, and enhance your movement. Get the required permissions, look out for supports (even if you face rejections, keep trying), search for funds, find the correct team and finally get set and launch your movement. Remember, this will require lots of patience and a spirit to keep moving on until the goal is reached. 

== '''Finding a Need and Goal ''' ==

In order to create a successful, inclusive movement, one must first have a need on their campus that is not being fulfilled by the administration as well as a clear, well-defined goal. To identify a need on campus, it is important to speak to a range of faculty, staff, and students to ensure that a majority of people's opinions align to one specific need. Whether that is a need for a new design space, a new major, or more interaction between disciplines, it is very important that a majority of people on campus believe in your cause. Once a wide range of people on campus believes in your movement, all that is needed a clear, well-defined goal. Once your goal is well defined, you can then begin presenting this idea to important faculty members who can help champion your movement. 

== Academic Permission and Support  ==
<div>Ryan didn’t have any '''permission''' in the early going for the idea. After doing the Landscape canvas (a session where you assess what your campus needs to flourish), they noticed many groups where working separately to create their own spaces. That led to the idea that they could all work together to build one inclusive, design space. They then began pitching their idea to leaders across campus. One of them was interested in helping, and then it took off! </div><div>This gets to Ryan's core belief that says “it is easier to ask for forgiveness than to ask for permission”. Often times he has found when working on projects, whether at Microsoft or school, that when you go to someone asking for permission, most people want to stop you. When your projects are large in scale and challenge the way things are done, it can by scary for people who may be uncomfortable and it is their immediate reaction to stop you. </div><div>Obviously this comes with risks. You want to make sure what you are doing will not cause a large negative outcome or else you risk getting into serious trouble. Luckily though, almost everything fellows have done is better for everyone involved once it is complete. </div><div>The one place this idea does not work is with safety and compliance concerns. Ryan and his team had experts from the fire and police department come in to help with concerns such as ventilation and making sure they had proper entrances and exits in case of a fire. </div><div>As far as '''support''', They were supported by as many different groups across campus. This included the Colleges of Engineering, Business, Libraries, and Architecture, Office of Technology Development, various local K - 12 schools and local businesses. This support ranged greatly from helping design classes or workshops to actual funding support. Many people worked very closely with Ryan's group early on to influence the design of the space. Their idea was to involve the “customers” (students, businesses and professors) as early in the process as possible so they could make the space as great as they possibly could. </div>

== Cost ==

When we talk about costs, we need to embrace so many points: 

The promotion of the activities you will roll in your University includes a cost. It depends on who are your audiences, so when you need to raise money, for example, you need to make the fliers and all the marketing resources needed, talk to the president of the campus and convince him that it would be useful, and see how can be valuable, cool and fun for the students. As Ryan said, prove that you are real and you have something to offer.

You also need to think about the cost of the space where is taking place the movement, and all the materials involved, that must be attractive, original and entertaining. If you are doing it in your campus, then try to adjust that space on the best way possible, such as renting a tent and inviting the students in their breaks. 

Experiment with different kind of ideas to get an effective one, involves costs too, especially if it's a big movement. But don't be afraid of thinking crazy things. The sky is the limit and if it's something that they've never seen before, better.

The best way of avoiding problems and safe money is to keep in touch with experts of any topic involved in the movement. It's better to raise your hand and ask before it's too late. 

Time is a cost. Before having success, you should knock many doors, send a lot of emails, join groups at your University, work in different places to understand how things work, It's probably that only the 10% of the people you ask for support answer, but they are more than the 0 you have first, said Ryan.

Talks and conferences are another way of attracting people, and you should take care of your words and prepare an attractive pitch. This takes time so be patience and practice a lot. As Nadia said, it would be great to have a million dollars and do whatever I want to, but there is a system that you have to respect, either if you are agree or not.

Meetings are other costs but they are important to do networking. Remember that one of the most important things is to find someone who really cares of what you are doing, in a high level, who loves what you are doing. Working with a team is always better but remember, focus in the ones who cares about you and your mission, and look outside of the box because the others are a waste of time and money.

Finally, inclusiveness involves people of all types of abilities, so make sure that the movement includes everyone and the activities help to mix everyone so they don't fell alone. This involves bigger costs but it's worth it.

 

== Leadership ==

When it comes to '''lead '''a movement you need two kinds of leadership: towards the people in your team and toward the target public of your movement.

First, you need to find the people on your campus that believe in your ideas and would work with you. Leading doesn't mean doing and knowing everything, on the contrary is always good to let experts participate and do what they excell at. As Nadia said "to be a genius you don't have to know everything, you just have to know one or two things generally well and then ask a whole bunch of questions. To ask this questions maybe you need to talk with very important people and as Ryan mentioned you don't have to be afraid of emailing them, the worst case is that they don't respond.

Regarding the public of your movement it is crucial to make your movement inclusive. That is, thinking about all the minorities that can be benefited from your project. And remember there's no leadership without empathy. "The core of every inclusive movement is mutual respect" says Diana in her [https://medium.com/@Code2040/start-with-love-c05a2f264171#.281e2f2pw talk] and adds "I may not have been where you’ve been, but I can empathize with your humanity". 

== Launch  ==

This step actually starts from the very beginning of your movement. The first launch is when one finally decides to start the culture of innovation. But as an overall process, the launch is one of the final steps that is to be taken up to start the movement of innovation. It is important that before the launch, all the legal and academic permissions are obtained and all resources are collected ( the 3M ''resources''- ''Man, ''''Machine'''', and Material''). It is important to have a team organized and an organization chart needs to be created beforehand.

After this, the final part of the launch comes into existence, which involves '''''Plan-Do-Check-Analyse (PDCA) '''''which is a closed loop procedure which involves the following:

'''Plan:   '''Plan out the required guidelines and checklist for the members of the team. Having this created, designation of responsibilities to the team members must be carried on.

'''Do:'''   Start to implement your movement, engage your team members to continuously work to reach your movement to a number of members and help them to achieve their desired goals.

'''Check: '''  Monitoring your progress is an important part of your launch, you would not know whether your movement is a success or a failure until and unless you keep a check on your progress.

'''Analyse: '''  Check your progress and filter out your pros and cons of your movement and take steps to''re-plan ''your movement so as to eliminating the cons and taking over the advantages of the pro. Repeat the PDCA to have a successful running movement of innovation in the organization.

== How to build inclusive movements that fuel a culture of innovaton ==

add text

<parsererror style="display: block; white-space: pre; border: 2px solid #c77; padding: 0 1em 0 1em; margin: 1em; background-color: #fdd; color: black">
== Student Contribution ==

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

[http://universityinnovation.org/wiki/Ria_Singh Ria Singh]

[[User:SravaniSegireddy|User:SravaniSegireddy]]

[http://universityinnovation.org/wiki/Cecilia_Tejera Cecilia Tejera]

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-05T17:03:41Z

Rachelacevedo:

"Innovation" defines itself as "a new idea, device or method". We in this fast moving world experience a rapid change in science, ideology and thought process, hence it is a fact that innovation in each sector helps to enhance features, reduce flaws and invite creativity in the concerned field. Injecting a series of innovation in an organization leads to start a trend or "culture of innovation''in that organization, which helps to keep its members active, in trend and most of all helps them to be creative and allows them to think from a different perspective. Here are few basic inclusive movements that will help to ignite the culture of innovation in an organization.''

== '''Introduction''' ==

Clearly, to start up with a strategy to start these movements, it is necessary to have an enormous potential, potential to be ready to tighten up seat belt to blast-off for innovation. To start an movement, all you need is a clear mind with a clear goal. Once you are set with a goal, just move forward and start with basic steps to implement, promote, educate, and enhance your movement. Get the required permissions, look out for supports (even if you face rejections, keep trying), search for funds, find the correct team and finally get set and launch your movement. Remember, this will require lots of patience and a spirit to keep moving on until the goal is reached. 

== '''Finding a Need and Goal ''' ==

In order to create a successful, inclusive movement, one must first have a need on their campus that is not being fulfilled by the administration as well as a clear, well-defined goal. To identify a need on campus, it is important to speak to a range of faculty, staff, and students to ensure that a majority of people's opinions align to one specific need. Whether that is a need for a new design space, a new major, or more interaction between disciplines, it is very important that a majority of people on campus believe in your cause. Once a wide range of people on campus believes in your movement, all that is needed a clear, well-defined goal. Once your goal is well defined, you can then begin presenting this idea to important faculty members who can help champion your movement. 

== Academic Permission and Support  ==
<div>Ryan didn’t have any '''permission''' in the early going for the idea. After doing the Landscape canvas , they noticed many groups working separately to create their own spaces. That led to an idea that they began pitching to leaders across campus. One of them was interested in helping and then it took off! </div><div>This gets to a core belief of Ryan that goes like “it is easier to ask for forgiveness than to ask for permission”. Often times he has found when working on projects, whether at Microsoft or school, that when you go asking for permission, most people want to stop you. When your projects are large in scale and challenge the way things are done, it is scare for people who may be comfortable and it is in their best interest to stop you. </div><div>Obviously this comes with risks. You want to make sure what you are doing will not cause a large negative outcome or else you risk getting into serious trouble. Luckily though, almost everything fellows have done is better for everyone involved once it is complete. </div><div>The place this does not work is with safety and compliance concerns. They had experts from the fire and police department come in to help with those concerns such as ventilation and making sure we had proper entrances and exits in case of fire. </div><div>As far as '''support''', They were supported by as many different groups across campus as possible. This included the colleges of Engineering, Business, Libraries, and Architecture, Office of Technology Development, various local K - 12 schools and businesses. This support ranged greatly from helping design classes or workshops to actual funding support. They worked very closely with this group early on to influence the design of the space. Their idea was to involve the “customers” (students, businesses and professors) as early in the process as possible so they could make the space as good as possible. They did not want to build a 25,000 square foot space and find out that their customers did not like it .</div>
== Cost ==

When we talk about costs, we need to embrace so many points: 

The promotion of the activities you will roll in your University includes a cost. It depends on who are your audiences, so when you need to raise money, for example, you need to make the fliers and all the marketing resources needed, talk to the president of the campus and convince him that it would be useful, and see how can be valuable, cool and fun for the students. As Ryan said, prove that you are real and you have something to offer.

You also need to think about the cost of the space where is taking place the movement, and all the materials involved, that must be attractive, original and entertaining. If you are doing it in your campus, then try to adjust that space on the best way possible, such as renting a tent and inviting the students in their breaks. 

Experiment with different kind of ideas to get an effective one, involves costs too, especially if it's a big movement. But don't be afraid of thinking crazy things. The sky is the limit and if it's something that they've never seen before, better.

The best way of avoiding problems and safe money is to keep in touch with experts of any topic involved in the movement. It's better to raise your hand and ask before it's too late. 

Time is a cost. Before having success, you should knock many doors, send a lot of emails, join groups at your University, work in different places to understand how things work, It's probably that only the 10% of the people you ask for support answer, but they are more than the 0 you have first, said Ryan.

Talks and conferences are another way of attracting people, and you should take care of your words and prepare an attractive pitch. This takes time so be patience and practice a lot. As Nadia said, it would be great to have a million dollars and do whatever I want to, but there is a system that you have to respect, either if you are agree or not.

Meetings are other costs but they are important to do networking. Remember that one of the most important things is to find someone who really cares of what you are doing, in a high level, who loves what you are doing. Working with a team is always better but remember, focus in the ones who cares about you and your mission, and look outside of the box because the others are a waste of time and money.

Finally, inclusiveness involves people of all types of abilities, so make sure that the movement includes everyone and the activities help to mix everyone so they don't fell alone. This involves bigger costs but it's worth it.

 

== Leadership ==

When it comes to '''lead '''a movement you need two kinds of leadership: towards the people in your team and toward the target public of your movement.

First, you need to find the people on your campus that believe in your ideas and would work with you. Leading doesn't mean doing and knowing everything, on the contrary is always good to let experts participate and do what they excell at. As Nadia said "to be a genius you don't have to know everything, you just have to know one or two things generally well and then ask a whole bunch of questions. To ask this questions maybe you need to talk with very important people and as Ryan mentioned you don't have to be afraid of emailing them, the worst case is that they don't respond.

Regarding the public of your movement it is crucial to make your movement inclusive. That is, thinking about all the minorities that can be benefited from your project. And remember there's no leadership without empathy. "The core of every inclusive movement is mutual respect" says Diana in her [https://medium.com/@Code2040/start-with-love-c05a2f264171#.281e2f2pw talk] and adds "I may not have been where you’ve been, but I can empathize with your humanity". 

== Launch  ==

This step actually starts from the very beginning of your movement. The first launch is when one finally decides to start the culture of innovation. But as an overall process, the launch is one of the final steps that is to be taken up to start the movement of innovation. It is important that before the launch, all the legal and academic permissions are obtained and all resources are collected ( the 3M ''resources''- ''Man, ''''Machine'''', and Material''). It is important to have a team organized and an organization chart needs to be created beforehand.

After this, the final part of the launch comes into existence, which involves '''''Plan-Do-Check-Analyse (PDCA) '''''which is a closed loop procedure which involves the following:

'''Plan:   '''Plan out the required guidelines and checklist for the members of the team. Having this created, designation of responsibilities to the team members must be carried on.

'''Do:'''   Start to implement your movement, engage your team members to continuously work to reach your movement to a number of members and help them to achieve their desired goals.

'''Check: '''  Monitoring your progress is an important part of your launch, you would not know whether your movement is a success or a failure until and unless you keep a check on your progress.

'''Analyse: '''  Check your progress and filter out your pros and cons of your movement and take steps to''re-plan ''your movement so as to eliminating the cons and taking over the advantages of the pro. Repeat the PDCA to have a successful running movement of innovation in the organization.

== How to build inclusive movements that fuel a culture of innovaton ==

add text

== Student Contribution ==

add text

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-04T16:26:01Z

Rachelacevedo:

== Introduction ==

It is a fast moving world and '''"innovation" '''as the name calls itself as '''- new idea, device or method'''

== Finding a Need and Goal ==

In order to create a successful, inclusive movement, one must first have a need on their campus that is not being fulfilled by administration as well as a clear, well defined goal. For Nadia Gathers, she saw a need on her campus to empower women to use their full potential. For Ryan Phillips, he saw a need for an innovation space to foster creative thinking. To identify a need on campus, it is important to speak to a range of faculty, staff, and students to ensure that a variety of people's opinions align to one specific need. Whether that is a need for a new design space, a new major, or more interaction between disciplines, it is very important that a wide range of people on campus believe in your cause. Once a variety of people on campus believe in your movement, all that is needed a clear, well defined goal. Once your goal is well defined, you can then begin presenting this idea to important faculty members who can help champion your movement. Both Nadia and Ryan were fortunate to find faculty who believed in their causes. This faculty member can help you to get important meetings or interviews. If you are finding it hard to obtain a faculty sponsor for your cause, get the word out to the student body. Ryan came up with many creative ideas to get the word out about an innovation space to his student body including a 10 ft tall QR code and buying a dump truck full of bouncy balls with "Innovation Hub" printed on them and dumping them around campus. Nadia was willing to stand in her campus quad and yell until she was heard. It can be difficult to gain attention for your movement as one student, but when you are a group of hundreds or even thousands of students, your movement becomes impossible for faculty to ignore. Ryan and Nadia, and their successes on campus, are proof of this. 

== Academic Permission and Support ==

Sample text

== Cost ==

Sample text

== Leadership ==

Sample text

== Launch ==

Sample text

== Student Contributor Profiles ==

[http://universityinnovation.org/wiki/Rachel_Acevedo Rachel Acevedo]

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-04T15:51:56Z

Rachelacevedo:

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-04T15:48:39Z

Rachelacevedo:

Fellow:Rachel Acevedo

2017-01-04T02:19:37Z

Rachelacevedo:

Rachel Acevedo is a University Innovation Fellow in-training and an undergraduate at the University of Wisconsin - Madison. Her passions include health care, [[File:Rachel.JPG|thumb]]discovering new resources, and the public good. Rachel was born in Augusta, Georgia and raised in Green Bay, Wisconsin, where she stayed until 2015, when she left for college in Madison, Wisconsin. It was in her second year at UW-Madison that Rachel was introduced to the University Innovation Fellows program. 

At UW-Madison, Rachel has spent a lot of her time exploring many possible career paths. She has seen what her education can afford her in industry through an internship with Procter & Gamble and currently works as an Undergraduate Research Assistant in the Kreeger Lab which is dedicated to research in ovarian cancer. On her campus, Rachel is interested in creating more synergy and interaction between disciplines.

[[Category:Student Contributors|Student_Contributors]]

Fellow:Rachel Acevedo

2017-01-04T02:17:18Z

Rachelacevedo:

Rachel Acevedo is a University Innovation Fellow in-training and an undergraduate at the University of Wisconsin - Madison. Her passions include health care, [[File:Rachel.JPG|thumb|Rachel.JPG]]discovering new resources, and the public good. Rachel was born in Augusta, Georgia and raised in Green Bay, Wisconsin, where she stayed until 2015, when she left for college in Madison, Wisconsin. It was in her second year at UW-Madison that Rachel was introduced to the University Innovation Fellows program. 

At UW-Madison, Rachel has spent a lot of her time exploring many possible career paths. She has seen what her education can afford her in industry through an internship with Procter & Gample and currectly works as an Undergraduate Research Assistant in the Kreeger Lab which is dedicated to research in ovarian cancer. On her campus, Rachel is interested in creating more synergy and interaction between disciplines.

[[Category:Student Contributors|Student_Contributors]]

Fellow:Rachel Acevedo

2017-01-04T02:17:00Z

Rachelacevedo:

Rachel Acevedo is a University Innovation Fellow and an undergraduate at the University of Wisconsin - Madison. Her passions include health care, [[File:Rachel.JPG|thumb]]discovering new resources, and the public good. Rachel was born in Augusta, Georgia and raised in Green Bay, Wisconsin, where she stayed until 2015, when she left for college in Madison, Wisconsin. It was in her second year at UW-Madison that Rachel was introduced to the University Innovation Fellows program. 

At UW-Madison, Rachel has spent a lot of her time exploring many possible career paths. She has seen what her education can afford her in industry through an internship with Procter & Gample and currectly works as an Undergraduate Research Assistant in the Kreeger Lab which is dedicated to research in ovarian cancer. On her campus, Rachel is interested in creating more synergy and interaction between disciplines.

[[Category:Student Contributors|Student_Contributors]]

Fellow:Rachel Acevedo

2017-01-04T02:12:57Z

Rachelacevedo:

Rachel Acevedo is a University Innovation Fellow and an undergraduate at the University of Wisconsin - Madison. Her passions include health care, [[File:Rachel.JPG|thumb|Rachel.JPG]]discovering new resources, and the public good. Rachel was born in Augusta, Geogia and raised in Green Bay, Wisconsin, where she stayed until 2015, when she left for college in Madison, Wisconsin. It was in her second year at UW-Madison that Rachel was introduced to the University Innovation Fellows program. 

At UW-Madison, Rachel has spent a lot of her time exploring many possible career paths. She has seen what her education can afford her in industry through an internship with Procter & Gample and currectly works as an Undergraduate Research Assistant in the Kreeger Lab which is dedicated to research in ovarian cancer. On her campus, Rachel is interested in creating more synergy and interaction between disciplines.

[[Category:Student Contributors]]

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-04T02:10:43Z

Rachelacevedo:

Innovation is the blast to success and it is a leading step in a student's education, as it helps to recreate the minds of students and let them think out of the box

== Introduction ==

It is a fast moving world and '''"innovation" '''as the name calls itself as '''- new idea, device or method'''

== Finding a Need and Goal ==

In order to create a successful, inclusive movement, one must first have a need on their campus that is not being fulfilled by adiministration as well as a clear, well defined goal. To identify a need on campus, it is important to speak to a range of faculty, staff, and students to ensure that a majority of people's opinions align to one specific need. Whether that is a need for a new design space, a new major, or more interaction between disciplines, it is very important that a majority of people on campus believe in your cause. Once a wide range of people on campus believe in your movement, all that is needed a clear, well defined goal. Once your goal is well defined, you can then begin presenting this idea to important faculty members who can help champion your movement. 

== Academic Permission and Support ==

Sample text

== Cost ==

Sample text

== Leadership ==

Sample text

== Launch ==

Sample text

== Student Contributor Profiles ==

Rachel Acevedo - [http://universityinnovation.org/wiki/Rachel_Acevedo]

Fellow:Rachel Acevedo

2017-01-04T02:09:27Z

Rachelacevedo:

Rachel Acevedo is a University Innovation Fellow and an undergraduate at the University of Wisconsin - Madison. Her passions include health care, [[File:Rachel.JPG|thumb]]discovering new resources, and the public good. Rachel was born in Augusta, Geogia and raised in Green Bay, Wisconsin, where she stayed until 2015, when she left for college in Madison, Wisconsin. It was in her second year at UW-Madison that Rachel was introduced to the University Innovation Fellows program. 

At UW-Madison, Rachel has spent a lot of her time exploring many possible career paths. She has seen what her education can afford her in industry through an internship with Procter & Gample and currectly works as an Undergraduate Research Assistant in the Kreeger Lab which is dedicated to research in ovarian cancer. On her campus, Rachel is interested in creating more synergy and interaction between disciplines.

Fellow:Rachel Acevedo

2017-01-04T02:07:51Z

Rachelacevedo:

Rachel Acevedo is a University Innovation Fellow and an undergraduate at the University of Wisconsin - Madison. Her passions include health care, 

[[File:Rachel.JPG|thumb|Rachel.JPG]]discovering new resources, and the public good. Rachel was born in Augusta, Geogia and raised in Green Bay, Wisconsin, where she stayed until 2015, when she left for college in Madison, Wisconsin. It was in her second year at UW-Madison that Rachel was introduced to the University Innovation Fellows program. 

At UW-Madison, Rachel has spent a lot of her time exploring many possible career paths. She has seen what her education can afford her in industry through an internship with Procter & Gample and currectly works as an Undergraduate Research Assistant in the Kreeger Lab which is dedicated to research in ovarian cancer. On her campus, Rachel is interested in creating more synergy and interaction between disciplines.

Fellow:Rachel Acevedo

2017-01-04T02:07:28Z

Rachelacevedo: Created page with "Rachel Acevedo is a University Innovation Fellow and an undergraduate at the University of Wisconsin - Madison. Her passions include health care,  File:Rachel.JPG|thum..."

Rachel Acevedo is a University Innovation Fellow and an undergraduate at the University of Wisconsin - Madison. Her passions include health care, 

[[File:Rachel.JPG|thumb]]discovering new resources, and the public good. Rachel was born in Augusta, Geogia and raised in Green Bay, Wisconsin, where she stayed until 2015, when she left for college in Madison, Wisconsin. It was in her second year at UW-Madison that Rachel was introduced to the University Innovation Fellows program. 

At UW-Madison, Rachel has spent a lot of her time exploring many possible career paths. She has seen what her education can afford her in industry through an internship with Procter & Gample and currectly works as an Undergraduate Research Assistant in the Kreeger Lab which is dedicated to research in ovarian cancer. On her campus, Rachel is interested in creating more synergy and interaction between disciplines.

File:Rachel.JPG

2017-01-04T01:59:21Z

Rachelacevedo:

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-04T01:39:47Z

Rachelacevedo:

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-04T01:33:53Z

Rachelacevedo:

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-04T01:31:37Z

Rachelacevedo:

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-04T01:31:09Z

Rachelacevedo:

Resource:How to build inclusive movements that fuel a culture of innovation

2017-01-04T01:29:31Z

Rachelacevedo:

Innovation is the blast to success and it is a leading step in a student's education, as it helps to recreate the minds of students and let them think out of the box

== Introduction ==

It is a fast moving world and '''"innovation" '''as the name calls itself as '''- new idea, device or method'''

== Finding a Need and Goal ==

In order to create a successful, inclusive movement, one must first have a need on their campus that is not being fulfilled by adiministration as well as a clear, well defined goal. To identify a need on campus, it is important to speak to a range of faculty, staff, and students to ensure that a majority of people's opinions align to one specific need. Whether that is a need for a new design space, a new major, or more interaction between disciplines, it is very important that a majority of people on campus believe in your cause. Once a wide range of people on campus believe in your movement, all that is needed a clear, well defined goal. Once your goal is well defined, you can then begin presenting this idea to important faculty members who can help champion your movement. 

== Section 3 ==

Sample text

== Section 4 ==

Sample text