STEAM Education Glossary
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Student and Educator Practices for STEM Education
Student and Educator Practices for STEM Education Grades Pre-K–5 IRG ST V IN E IA WEST V W F IR O G D E I T N A I E N A T P S O A I R T M . O I T N ER A TA LIB M NI SEMPER C #STEMmindedWV E U NT OF ED West Virginia Board of Education 2020-2021 Miller L. Hall, President Thomas W. Campbell, CPA, Vice President F. Scott Rotruck, Financial Officer Robert W. Dunlevy, Member A. Stanley Maynard, Ed.D., Member Daniel D. Snavely, M.D., Member Debra K. Sullivan, Member Nancy J. White, Member James S. Wilson, D.D.S., Member Sarah Armstrong Tucker, Ph.D., Ex Officio Chancellor West Virginia Higher Education Policy Commission West Virginia Council for Community and Technical College Education W. Clayton Burch, Ex Officio State Superintendent of Schools West Virginia Department of Education Table of Contents Welcome .......................................................................................................................................................................................................2 What is STEM? ............................................................................................................................................................................................3 STEM-minded WV .....................................................................................................................................................................................5 Action Steps ...................................................................................................................................................................................... -
Intelligent Artificiality: Algorithmic Microfoundations for Strategic
Intelligent Artificiality: Algorithmic Microfoundations for Strategic Problem Solving Mihnea Moldoveanu Desautels Professor of Integrative Thinking Vice-Dean, Learning, Innovation and Executive Programs Director, Desautels Centre for Integrative Thinking Founder and Director, Mind Brain Behavior Institute Founder and Director, RotmanDigital Rotman School of Management, University of Toronto Visiting Professor Harvard University, Graduate School of Business Administration Working Paper 19-072 Name of author Harvard Business School Name of author Harvard Business School Name of author MOLDOVEANU: INTELLIGENT ARTIFICIALITY 1 Abstract This paper introduces algorithmic micro-foundations for formulating and solving strategic problems. It shows how the languages and disciplines of theoretical computer science, ‘artificial intelligence’ and computational complexity theory can be used to devise a set of heuristics, blueprints and procedures that can help strategic managers formulate problems, evaluate their difficulty, define ‘good enough solutions’ and optimize the ways in which they will solve them in advance of attempting to solve them. The paper introduces both a framework for the analysis of strategic problems in computational terms, and a set of prescriptions for strategic problem formulation and problem solving relative to which deviations and counter- productive moves can be specified and measured. MOLDOVEANU: INTELLIGENT ARTIFICIALITY 2 1. Introduction: Formulating and Solving Strategic Problems Using Computational Language Systems. Strategic -
Open Inquiry Problem Finding 1 Running Head
Open Inquiry Problem Finding 1 Running Head: OPEN INQUIRY PROBLEM FINDING The Creative Process of Problem Finding Manifested in Open Inquiry Frank LaBanca, EdD Center for 21st Century Skills at EDUCATION CONNECTION Litchfield, CT presented at: The Qualitative Report Third Annual Conference Ft. Lauderdale, FL January, 2012 em: [email protected] web: http://www.labanca.net blog: http://problemfinding.labanca.net ph: 203.947.2850 mail: 355 Goshen Road, PO Box 909, Litchfield, CT 06759-0909 Open Inquiry Problem Finding 2 Abstract Problem finding is a creative process where individuals develop original ideas for study. Secondary science students who successfully participate in authentic open inquiry studies must engage in problem finding to determine viable and suitable topics. A multicase study examined problem finding strategies employed by highly successful students who presented a project at a regional and international science fair. Behaviors are examined through lenses of inquiry, creativity, and situated cognition. Open Inquiry Problem Finding 3 The Creative Process of Problem Finding Manifested in Open Inquiry Frank LaBanca, EdD Introduction Secondary school teachers have long valued developing student problem solving skills. Students are often challenged to use a variety of strategies to identify problems and their implications, develop action plans, utilize a variety of relevant sources, information, and data to address the problems, and formulate solutions. Problem solving techniques can be highly idiosyncratic. However, in perhaps too many educational settings involving problem solving, teachers provide students with the problem or question, and sometimes even the methodology for determining the solution. This approach may be due to curricular requirements, time factors, the limited scope and goals of particular learning modules or the inability of teachers to effectively employ inquiry-oriented instructional techniques. -
3 Visual Analogies: Static and Dynamic
Developing and Evaluating Visual Analogies to Support Insight and Creative Problem Solving Eric Luchian, BFA, MFA School of Computing and Communications Lancaster University A thesis submitted for the degree of Doctor of Philosophy 31st March 2019 Reviewer: Reviewer: Day of the defence: Head of PhD committee: ii Declaration This written thesis, including the portfolio of created visual analogies in static and multimedia formats (i.e., www.luchian.info), results entirely from my own work except where jointly authored (see Appendix 14-18) in publications as follows: 1. Luchian, E., & Sas, C. (2019). Erroneous Features in Freehand Sketching: Opportunities to Generate Visual Analogies. Proceedings of the 23rd World Multi-Conference on Systemics, Cybernetics and Informatics: WMSCI 2019. 1, pp. 86-92. Orlando, USA: IIIS. 2. Luchian, E., & Sas, C. (2011). Image Schemata in Animated Metaphors for Insight Problem Solving. C&C ’11 Proceedings of the 8th ACM conference on Creativity and Cognition (pp. 369-370). Atlanta, USA: ACM. 3. Luchian, E. (2011). Develop and Evaluate Visual Analogies to Support Insight and Creative Problem Solving. Proceedings of the DESIRE'11 Conference on Creativity and Innovation in Design (pp. 433-434). Eindhoven, The Netherlands: ACM. 4. Sas, C., Luchian, E., & Ball, L. (2010). Investigating Visual Analogies for Visual Insight Problems. Proceedings of the 1st DESIRE Network Conference on Creativity and Innovation in Design (pp. 90-100). Aarhus, Denmark: ACM. I hereby declare that work from this thesis has not been offered previously for any other degree or diploma to this or any other university, and to the best of my knowledge and belief, contains no material written or published by another person, except where due reference has been made in the text. -
Problem Discovery As a Collaborative, Creative, and Method-Guided Search for The
No. 14-0003 Problem Discovery as a Collaborative, Creative, and Method- Guided Search for the “Real Problems” as Raw Diamonds of Innovation by Gerald Steiner, Visiting Scholar, Program on Transatlantic Relations Associate Professor, Institute of Systems Sciences, Innovation and Sustainability Research, University of Graz Working Paper Series 1737 CAMBRIDGE STREET • CAMBRIDGE, MA 02138 • TEL 617.495.4420 • FAX 617.495.8292 [email protected] • http://www.wcfia.harvard.edu Problem Discovery as a Collaborative, Creative, and Method-Guided Search for the “Real Problems” as Raw Diamonds of Innovation Gerald Steiner Visiting Scholar, Program on Transatlantic Relations, Weatherhead Center for International Affairs, Harvard University Associate Professor for Systemic and Sustainability Management, Institute of Systems Sciences, Innovation, and Sustainability Research, University of Graz, Austria Acknowledgements: This work was conducted as part of Visiting Scholarship at the Weatherhead Center for International Affairs (WCFIA) at Harvard University. I would like to thank my colleagues from the WCFIA for their generous support and for helpful discussions and comments on various aspects of this research. Abstract This paper poses that the creative search for frequently hidden “real” problems is critical if innovation aims at comprehensive system improvements and changes in thinking paradigms, rather than simple, incremental changes. These hidden real problems can perhaps best be symbolized by raw diamonds, which one strives to find in order to then grind them into sparkling diamonds, i.e. innovation. Currently, problem solving-related research focuses on the analysis and solution of predefined problems, with little emphasis on problem reframing and systemic discovery; moreover, inter- and transdisciplinary collaborations for problem finding and the application of convoluted methods receive little attention. -
Problem Finding and Its Impact on Problem Solving. a Dissertation Su
UNIVERSITY OF CALIFORNIA, MERCED What am I supposed to do? Problem Finding and its impact on Problem Solving. A dissertation submitted in partial satisfaction of the requirements for the degree Doctor of Philosophy in Cognitive and Information Sciences by Daniel Matthew Holman Committee in charge: Professor Jeffrey Yoshimi, Chair Professor David C. Noelle Professor Michael Spivey 2018 Copyright © Daniel Holman, 2018 All rights reserved The Dissertation of Daniel Matthew Holman is approved, and it is acceptable in quality and form for publication on microfilm and electronically: Co-Chair (if applicable) Chair University of California, Merced 2018 iii Dedicated to my mom, dad and sister, without whom I would not have been able to reach this point, and whose love, support and belief in me have been invaluable. I also dedicate this work to the many friends, family members, colleagues and communities that have supported and encouraged me to succeed. I am immensely grateful to you all, and fully aware of how I fortunate I am to have more names to list than I possibly could. iv Chapter 1 : Problem Finding and Problem Solving .......................................... 1 1.1 Definition of Problems .............................................................................................. 3 1.2 The Problem Cycle .................................................................................................... 6 1.3 Prior Experimental Work ........................................................................................ 13 Chapter 2 -
Innovative Design Thinking Process with TRIZ Kyeongwon Lee
Innovative Design Thinking Process with TRIZ Kyeongwon Lee To cite this version: Kyeongwon Lee. Innovative Design Thinking Process with TRIZ. 18th TRIZ Future Conference (TFC), Oct 2018, Strasbourg, France. pp.241-252, 10.1007/978-3-030-02456-7_20. hal-02279754 HAL Id: hal-02279754 https://hal.inria.fr/hal-02279754 Submitted on 5 Sep 2019 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Distributed under a Creative Commons Attribution| 4.0 International License Innovative Design Thinking Process with TRIZ Kyeongwon, LEE Dept. of Mechanical Design Engineering, Korea Polytechnic University, Korea Siheung City, Gyeonggi-Do, 429-793, Korea [email protected] Abstract. This paper describes an innovative design thinking process with simplified TRIZ that can be used to resolve contradictions in all domains with words such as “dilemma”, “con- flict”, “contradiction” and “paradox”. The design thinking process that have been used at d.school at Stanford and Potsdam University are popular as a human-centered innovation pro- cess with “Empathy” and “Define” stages for human-centered problem finding. However, many results may be not innovative because it uses mostly “Group brainstorming” at “Ideate” stage. -
Definitions ,Ieed in Lr;Cle Program Management. Part 2 of The
DOCUMENT RESUME ED 373 111 TM 022 011 AUTHOR Mayeske, George W. TITLE Life Cycle Program Management and Evaluation: An Heuristic Approach. Parts1 and 2. INSTITUTION Extension Service (DOA), Washington, D.C. PUB DATE Apr 94 NOTE 375p. AVAILABLE FROMU.S. Dept. of Agriculture, Office of Communications, Washington, DC (available also in braille, large print, and audiotape). PUB TYPE Guides Non-Classroom Use (055) Reports Evalua,ive/Feasibility (142) EDRS PRICE MF01/PC15 Plus Postage. DESCRIPTORS *Administration; Case Studies; *Heuristics; Life Cycle Costing; Program Development; *Program Evaluation; Program Implementation; Program Improvement; Theories; *Workshops IDENTIFIERS *Cooperative Extension Service; *Life Cycle System Management Model ABSTRACT This monograph is divided into two parts. Part 1is meant to serve as a conceptual guide for those facilitating or conducting life-cycle program-management workshops focused on any of the life-cycle stages of:(1) problem finding; (2) program design; (3) program development;(4) program implementation;(5) program maintenance and improvement; and (6) program redirection. Because the framework will be amended and emended from experiences gained in the workshops and later results, the approach is termed "heuristic." A Life Cycle Guidance Team should be formed to sustain the plausibility of the program through its stages. For these purposes, a program is a theory that relates a set of organized activities and resources to intended results. Life-cycle program management and evaluation is applicable to many situations, but in this monograph it is directed toward educational operations of the Cooperative Extension System, with its many years of experience in providing educational programs. Each aspect of the life cycle is examined in some detail. -
ART of PROBLEM DISCOVERY Brian Mathews March 2013 the ART of PROBLEM DISCOVERY
THE ART OF PROBLEM DISCOVERY Brian Mathews March 2013 THE ART OF PROBLEM DISCOVERY Brian Mathews Associate Dean for Learning & Outreach at Virginia Tech Invited Paper, ACRL Conference 2013, Indianapolis Prologue Introduction How can we make the floors cleaner? That’s We’re all problem solvers. Every day we deal with the question that Proctor & Gamble asked its unexpected issues commanding our attention. We chemists.1 Years of working on this problem, fix things when they break and correct errors when however, yielded no improved cleaning solution. we detect them. We answer tough questions and make difficult decisions. So Proctor & Gamble took a different approach and hired a design firm.2 Rather than focusing on This paper isn’t about problem solving. Instead, I chemical improvements, the designers watched want to draw attention to how we think about people clean. Observations uncovered the real problems: how we can discover and convert them problem: mops. People spent more time cleaning into new strategic initiatives. Often we jump their mops than they did cleaning their floors. The prematurely into problem solving mode before mop was an ineffective tool for the task at hand. fully exploring the wide range of possibilities.3 This oversight can ultimately generate solutions that This insight led to the development of the are good enough, but not as good as they could Swiffer—a billion-dollar product line for Proctor be. & Gamble. The lesson learned is that innovation isn’t simply about asking the right questions; it Just to be clear, the problems under consideration also involves framing questions differently. -
Recent Trends in Problem Solving Through TRIZ: a Review
ISSN (Online): 2319-8753 ISSN (Print) : 2347-6710 International Journal of Innovative Research in Science, Engineering and Technology (A High Impact Factor, Monthly, Peer Reviewed Journal) Visit: www.ijirset.com Vol. 7, Issue 1, January 2018 Recent Trends in Problem Solving through TRIZ: A Review Shiv Kumar 1, P. S. Bajwa 2 , Kulbhushan3 P.G. Student, Department of Mechanical Engineering, L. R. Institute of Engg. & Technology, Solan (H. P.), India1 Asst. Professor, Department of Mechanical Engineering, L. R. Institute of Engg. & Technology, Solan (H. P.), India 2 Asst. Professor, Department of Mechanical Engineering, L. R. Institute of Engg. & Technology, Solan (H. P.), India 3 ABSTRACT: With the latest advances in technology along with the human advancements, a hard-hitting contest exists between various organizations and the top management. At this stage, the Research and Development (R & D) and Marketing of products are more important. As a result, the multinational enterprises should rely on both the innovations and marketing strategies of products for higher competency. TRIZ is a premier disruptive technology for innovation that can be used all through numerous industries and sciences. Essentials of TRIZ can be successfully used by a wide range of people -- from children to adults. The genesis of TRIZ is derived from empirical data, patents. This paper introduces the concept of ideality and an overview over the literature of TRIZ aiming to benefit the production industries in India. KEYWORDS: TRIZ, Productivity, Innovation, inventive I. INTRODUCTION TRIZ is a Russian acronym that indicates, "Theory of Inventive Problem Solving". In 1946, Genrich Altshuller, the creator of TRIZ, was a patent assessor at the Russian naval patent office at the young age of 20. -
The Problems with Problem Solving: Reflections on the Rise, Current Status, and Possible Future of a Cognitive Research Paradigm1
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Purdue E-Pubs The Problems with Problem Solving: Reflections on the Rise, Current Status, and Possible Future of a Cognitive Research Paradigm1 Stellan Ohlssoni Abstract The research paradigm invented by Allen Newell and Herbert A. Simon in the late 1950s dominated the study of problem solving for more than three decades. But in the early 1990s, problem solving ceased to drive research on complex cognition. As part of this decline, Newell and Simon’s most innovative research practices – especially their method for inducing subjects’ strategies from verbal protocols - were abandoned. In this essay, I summarize Newell and Simon’s theoretical and methodological innovations and explain why their strategy identification method did not become a standard research tool. I argue that the method lacked a systematic way to aggregate data, and that Newell and Simon’s search for general problem solving strategies failed. Paradoxically, the theoretical vision that led them to search elsewhere for general principles led researchers away from stud- ’ ies of complex problem solving. Newell and Simon’s main enduring contribution is the theory that people solve problems via heuristic search through a problem space. This theory remains the centerpiece of our understanding of how people solve unfamiliar problems, but it is seriously incomplete. In the early 1970s, Newell and Simon suggested that the field should focus on the question where problem spaces and search strategies come from. I propose a breakdown of this overarching question into five specific research questions. Principled answers to those questions would expand the theory of heuristic search into a more complete theory of human problem solving. -
Introduction to Problem Solving in the Information Age
Introduction to Problem Solving in the Information Age Introduction to Problem Solving in the Information Age David Moursund College of Education, University of Oregon Email: [email protected] Website: http://uoregon.edu/~moursund/dave/index.htm Website: http://i-a-e.org/ Brief Abstract of Book “Never doubt that a small group of thoughtful committed citizens can change the world: indeed; it's the only thing that ever has.” (Margaret Mead) In this book, the term problem solving includes posing and solving problems, posing and accomplishing tasks, posing and answering questions, and posing and making decisions. Problem solving is an integral component of every academic discipline. The Information Age officially began in the United States in 1956 when the number of “white collar” workers first exceeded the number of “blue collar” workers. The primary audience of this book is preservice and inservice teachers, and others who help students to learn. The goal of this book is to help K-12 students get better at problem solving in the various disciplines they study. We get better at problem solving through informal and formal education, and through reflective practice. We also get better at problem solving through learning to make effective use of tools. In some sense, a tool incorporates the problem-solving insights of the inventor of the tool. When you learn to make effective use of a tool, you are building upon the knowledge and skills inherent to the tool. This is true whether the tool is designed to aid your physical capabilities or your mental capabilities. A bicycle, motorbike, and a piece of factory machinery are aids to one’s physical capabilities.