Priorities:University of Notre Dame Student Priorities - Revision history

JayBot at 20:47, 5 June 2020

2020-06-05T20:47:53Z

KCVelaga: Adding category :-

2020-06-04T23:27:48Z

Adding category :-

KCVelaga: Adding category :-

2020-06-02T10:53:27Z

Adding category :-

KCVelaga: Adding category :-

2020-06-02T10:50:40Z

Adding category :-

KCVelaga: KCVelaga moved page University of Notre Dame Student Priorities to Priorities:University of Notre Dame Student Priorities

2020-05-27T23:32:43Z

KCVelaga moved page University of Notre Dame Student Priorities to Priorities:University of Notre Dame Student Priorities

Kevinwilkins at 03:30, 23 October 2015

2015-10-23T03:30:44Z

162.203.32.7 at 02:45, 23 October 2015

2015-10-23T02:45:15Z

Kevinwilkins at 01:18, 23 October 2015

2015-10-23T01:18:45Z

Show changes

Kdzug at 04:38, 22 October 2015

2015-10-22T04:38:38Z

Elena.brindley at 19:16, 29 September 2014

2014-09-29T19:16:15Z

← Older revision		Revision as of 20:47, 5 June 2020
Line 198:		Line 198:
	[[Category:University_of_Notre_Dame]]		[[Category:University_of_Notre_Dame]]
	[[Category:Student_Priorities]]		[[Category:Student_Priorities]]
		+	{{CatTree\|University_of_Notre_Dame}}

← Older revision		Revision as of 23:27, 4 June 2020
Line 196:		Line 196:
	[[Category:Student Priorities]]		[[Category:Student Priorities]]
	[[Category:Student Priorities]]		[[Category:Student Priorities]]
		+	[[Category:University_of_Notre_Dame]]
		+	[[Category:Student_Priorities]]

← Older revision		Revision as of 10:53, 2 June 2020
Line 194:		Line 194:

	[[Kevin Wilkins]]		[[Kevin Wilkins]]
		+	[[Category:Student Priorities]]
	[[Category:Student Priorities]]		[[Category:Student Priorities]]

← Older revision		Revision as of 10:50, 2 June 2020
Line 194:		Line 194:

	[[Kevin Wilkins]]		[[Kevin Wilkins]]
		+	[[Category:Student Priorities]]

@@ Line 16: / Line 16: @@
 <span style="font-size:medium;">CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.</span>
 == Future Direction ==
@@ Line 39: / Line 35: @@
 <span style="font-size:medium;">Entrepreneurial and innovative thinking are not unique to a business education and as such resources to develop these skills should not be limited to business students. Currently on campus, we have a deficiency of non-business entrepreneurial courses/activities in combination with little to no availability for non-business students to take a business course. This results in students being pushed away or shut out of developing skills important to many career paths. Further, for those students that wish to pursue these entrepreneurial activities, it would have to be on an extracurricular basis. As busy as students are with their own course load and often College-specific extracurricular activities, it is hard to find time and effort to participate in entrepreneurial activities. Allowing students to earn a minor will provide greater incentive to put in the extra time to develop the skills. Opening this minor to all interested students will allow the innovation culture at Notre Dame to reach its full potential, with input from all disciplines.&nbsp;</span>
-== Tactic #1: Implementation ==
+== Implementation ==
 <span style="font-size:medium;">In order to implement this idea, we must overcome the barriers of revenue and communication. First, revenue is tied to each business student in a business class while there is none tied to a non-business student. And second, there are high walls standing between each College, preventing communication and collaboration. In order to solve both of these issues, we propose housing the Entrepreneurship Minor under the umbrella of the Provost's Office. The current Dean of the College of Science, Dr. Gregory Crawford, is in a transition to becoming an Associate Provost with an interest in Entrepreneurship tied to Silicon Valley. Using this connection, we hope to work with Dean Crawford to prevent the minor from being housed under one specific College. By doing this, revenue will not be tied down and there will be a central form of communication. To further ensure continued conversation, we also hope to enact a formalized leadership structure that encompasses students and faculty among each College. This idea is addressed above. In terms of creating the body of the Entrepreneurship Minor, we hope to utilize what has already been established and if needed, add other courses or workshops that have a greater focus on non-business subjects. This will allow the minor to truly be open to all disciplines.</span>
-== Tactic #1: Future Direction ==
+== Status ==
 <span style="font-size:medium;">Before implementing this big idea, we need to make sure that the supporting structures are already in place. To do this, we will work closely with Dean Crawford and the deans of the other Colleges in order to develop a leadership framework. With this framework in place, we can work with the current Entrepreneurship Minor's administration to expand it to cover all four colleges. Then, we will work with our peers and faculty to integrate this minor into other Colleges by shaping current courses or programs to fit into entrepreneurial/innovative thinking. Finally and if needed, we will develop new courses and programs that may address entrepreneurship or innovation from a different lens that may appeal more to the students and faculty of each College.</span>
@@ Line 95: / Line 95: @@
 <li><span style="font-size:medium;"><span id="docs-internal-guid-ef0d1705-b31a-f368-2895-7c4581447521"><span style="vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Inspire new ideas and conversations between students about real-world problems</span></span></span></li>
 </ol>
 == Future Direction ==
@@ Line 102: / Line 106: @@
 <span style="font-size:medium;">Over the next several years, we hope to see this project contribute to the e</span><span style="white-space: pre-wrap; line-height: 1.15; font-family: Arial; font-size: 16px; background-color: transparent;">mergence of an innovation culture at Notre Dame, with more ''progressive creative thinking'' expected from students in all fields. Within three years, we hope that the student body will embrace the miNDspace board postings and grow to appreciate the challenge of design thinking and problem solving that these posts present. Finally, we hope that common use of several innovation spaces will be integrated into the daily lives and work of students here.</span>
-= Strategy #5:&nbsp; =
+= Strategy #5: Increase awareness of I&E resources =
-== Tactic #1:&nbsp; ==
+'''Description'''
-== Tactic #2:&nbsp; ==
+#Meet with OIT
 = Related Links =

← Older revision	Revision as of 23:32, 27 May 2020
(No difference)

@@ Line 16: / Line 16: @@
 <span style="font-size:medium;">CALI will be strategically implemented so as to include all appropriate representation and allow for input from all Colleges. To encourage active participation by students and faculty alike, meetings will be arranged with the Deans of all colleges to receive nominations for students and faculty. Students must be able to provide the day-to-day enthusiasm and work ethic, and faculty must promote collaboration and offer the continuity that can lack when students enter the council and then graduate 1-2 years later. This 20-25 person council will construct by-laws and a mission statement as a unified group before beginning projects. Small steps will be taken to promote the collaborative effort such as to involve equal numbers of students from each college and to meet at neutral locations that do not imply control by one college or another.</span>
 == Future Direction ==
@@ Line 23: / Line 27: @@
 #<span style="font-size:medium;">''Communication'' among colleges and organizations&nbsp;</span>
 #<span style="font-size:medium;">''Collaboration&nbsp;''to provide students with tangibles such as an Entrepreneurship Minor available to all Colleges and internships and co-ops with start-ups</span>
-#<span style="font-size:medium;">''Curriculum''&nbsp;and cost structure changes to promote interdisciplinary education for all students&nbsp;</span>
+#<span style="font-size:medium;">''Curriculum''&nbsp;and cost structure changes to promote interdisciplinary education for all students</span>
 = Strategy #2: Entrepreneurship Minor =

@@ Line 101: / Line 101: @@
 [[University of Notre Dame|University of Notre Dame]]
 [http://universityinnovation.org/wiki/Jeff_Hansen Jeff Hansen]
@@ Line 109: / Line 111: @@
 [http://universityinnovation.org/wiki/Mark_Brahier Mark Brahier]

@@ Line 45: / Line 45: @@
 == Innovation Beyond Entrepreneurship ==
-<span id="docs-internal-guid-3f4bfc75-c184-cd00-ec98-940d4af5e4d7"><span style="font-size: 15px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”</span></span>
+<span style="font-size:medium;"><span id="docs-internal-guid-3f4bfc75-c184-cd00-ec98-940d4af5e4d7"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">“True development is related to what people are able to do and be and so is deeply connected to values, to emotions, imagination, and play, and to long-term human flourishing.” The strengths of the College of Arts and Letters rests in the equal emphasis on moral and personal development as well as creative thought in the analysis of historical media. Both traits are indispensable to the missions of innovation and creativity in the scope of design thinking. This idea revolves around the fact that students all across the university should be able to rely on the strengths of each department by recruiting alternative perspectives to create well-rounded empathetic designs for current issues. “The more broadly educated we are, the better we are able to place new and specialized knowledge within a larger mosaic and to ask creative questions within our discipline from a range of alternative perspectives.”</span></span></span>
 === Problem Addressed ===
-<span id="docs-internal-guid-3f4bfc75-c184-2e5c-a177-290e8b9d532e"><span style="font-size: 15px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.</span></span>
+<span style="font-size:medium;"><span id="docs-internal-guid-3f4bfc75-c184-2e5c-a177-290e8b9d532e"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">This initiative addresses the deep need to reach beyond the low hanging fruit of business-minded entrepreneurs, engineers, and scientists and progress into a wealth of untapped potential in the liberal arts as an area full of innovation and creativity as well. This problem will be addressed via the dual-fronts of teaching and learning, with a teaching emphasis strongly based on argumentative and persuasive language use with a focus on providing motive force to social and innovative change. The learning front will exist as heightened cross-disciplinary interactions beginning at the early stages of college, emphasizing understanding of a broad base of knowledge with the goal of developing alternative perspectives and increased ability to empathize and ultimately create a more powerful means of using design thinking.</span></span></span>
 === Implementation ===
@@ Line 55: / Line 55: @@
 ==== <span style="font-size:larger;"><span id="docs-internal-guid-3f4bfc75-c185-41bf-a0c9-8826a04d3ad0"><span style="font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Three Goals to Achieve through Idea</span></span></span> ====
-<span style="font-size:small;"><span id="docs-internal-guid-3f4bfc75-c185-41bf-a0c9-8826a04d3ad0"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.</span></span></span>
+<span style="font-size:medium;"><span id="docs-internal-guid-3f4bfc75-c185-41bf-a0c9-8826a04d3ad0"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">1) Persuade and recruit undergraduate, graduate, and faculty of the importance and untapped potential in innovation and creativity from the College of Arts and Letters, and the College of Science from the perspective of the Glynn Family Honors Program.</span></span></span>
-<span style="font-size:small;"><span id="docs-internal-guid-3f4bfc75-c185-41bf-a0c9-8826a04d3ad0"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)</span></span></span>
+<span style="font-size:medium;"><span id="docs-internal-guid-3f4bfc75-c185-41bf-a0c9-8826a04d3ad0"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">2) Create clear channels of opportunity for cross-disciplinary interaction in the form of informal gatherings, complete with attractive, non-academic incentives (food, exclusivity, etc.)</span></span></span>
-<span style="font-size:small;"><span>3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)</span></span>
+<span style="font-size:medium;"><span>3) Organize events highlighting the benefits of non-business or engineering innovation from alumni and notable individuals in society (Amartya Sen, Paul Farmer, James Hansen, etc.)</span></span>
 === Future Direction ===
@@ Line 65: / Line 65: @@
 ==== <span style="font-size:larger;"><span id="docs-internal-guid-3f4bfc75-c186-4aba-7ef1-be784296dc4e"><span style="font-family: Arial; color: rgb(0, 0, 0); font-weight: bold; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">1-Year Vision</span></span></span> ====
-<span style="font-size:small;"><span id="docs-internal-guid-3f4bfc75-c186-4aba-7ef1-be784296dc4e"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.</span></span></span>
+<span style="font-size:medium;"><span id="docs-internal-guid-3f4bfc75-c186-4aba-7ef1-be784296dc4e"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Create a self-supporting leadership structure within the Glynn Family Honors Program/Hesburgh-Yusko Scholars for a sustained pursuit of emphasizing empathy in design thinking that spans across non-traditional areas of innovation and entrepreneurship involving regular meetings, quarterly invited speakers, and retreats.</span></span></span>
 ==== <span style="font-size:larger;"><span id="docs-internal-guid-3f4bfc75-c186-4aba-7ef1-be784296dc4e"><span style="font-family: Arial; color: rgb(0, 0, 0); font-weight: bold; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">3-year Vision</span></span></span> ====
-<span style="font-size:small;"><span id="docs-internal-guid-3f4bfc75-c186-4aba-7ef1-be784296dc4e"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).</span></span></span>
+<span style="font-size:medium;"><span id="docs-internal-guid-3f4bfc75-c186-4aba-7ef1-be784296dc4e"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Expansion from 1-year vision into participation for social ventures in business competitions locally and abroad; partnership between highly adept persuasive writers and areas of innovation, creativity and social change such as Silicon Valley, Washington D.C., Boston, and abroad opportunities (green energy, hydrothermal, in Iceland).</span></span></span>
 == miNDspace ==