Changes

 "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.''

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. 

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. 

== <span style="font-size:x-large;">Academic Permission and Support</span>&nbsp;<br/> ==

<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!<br/></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.&nbsp;</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.&nbsp;</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.&nbsp;</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.&nbsp;</div>

== Cost<br/> ==

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

== Student Contribution ==