Summary: The real world is different from engineering school and engineers can benefit from learning soft skills to complement their technical skills. This tutorial is designed to help younger engineers and emerging project managers learn the soft skills that are important to be more effective in today's fast-paced world. The soft skills include: decision-making, setting priorities, running meetings, speaking, writing and listening more effectively, running teams and negotiating.
Summary: This course is based on the dozen nontechnical soft skills covered in Carl's book "Stuff you Don't Learn in Engineering School: Skills for Success in the Real World" (Wiley-IEEE Press, 2004). Perhaps the best single overview of the content ... a quote from Tom O'Neill, CEO of Parsons Brinckerhoff, on his giving the book to Dartmouth's 150 engineering graduates in 2005: "It is a good, useful publication about something that I believe very strongly. I was happy to see that someone has written a book about something that should be a fundamental precept for success in the world of engineering, and I was happy to share it with some young people who will shape the world for the next 40 years."
These materials are designed to help younger engineers and emerging project managers -- indeed, engineers in all disciplines and all professionals -- learn the soft skills that are important to be more effective and happier in the real world.
Summary: This course is based on the dozen nontechnical soft skills covered in Carl's book "Stuff you Don't Learn in Engineering School: Skills for Success in the Real World" (Wiley-IEEE Press, 2004). Perhaps the best single overview of the content ... a quote from Tom O'Neill, CEO of Parsons Brinckerhoff, on his giving the book to Dartmouth's 150 engineering graduates in 2005: "It is a good, useful publication about something that I believe very strongly. I was happy to see that someone has written a book about something that should be a fundamental precept for success in the world of engineering, and I was happy to share it with some young people who will shape the world for the next 40 years."
These materials are designed to help younger engineers and emerging project managers -- indeed, engineers in all disciplines and all professionals -- learn the soft skills that are important to be more effective and happier in the real world.
Summary: This presentation is based on the dozen nontechnical soft skills covered in Carl's book Stuff you Don't Learn in Engineering School: Skills for Success in the Real World (Wiley-IEEE Press, 2004). Perhaps the best single overview of the content ... a quote from Tom O'Neill, former CEO of Parsons Brinckerhoff, on his giving the book to Dartmouth's 150 engineering graduates in 2005: "It is a good, useful publication about something that I believe very strongly. I was happy to see that someone has written a book about something that should be a fundamental precept for success in the world of engineering, and I was happy to share it with some young people who will shape the world for the next 40 years."
These materials are designed to help younger engineers and emerging project managers - indeed, engineers in all disciplines and all professionals -- learn the soft skills that are important to be more effective and happier in the real world.
This final course in the series discusses understanding yourself and others, motivating people, dealing with conflict, leadership skills, managing stress & having fun, and action planning.
Summary: Most engineers become managers in their careers, and typically they are unprepared for the transition. This tutorial offers the audience the knowledge and tools needed to quickly gain skill and confidence in the world of management. This transition calls for the engineer to exercise six core principles that are critical for success as a manager which are: Mastering Relationships; Seeing the Big Picture; Getting Things Done; Communicating Effectively; Using Assets Wisely, and Taking It to the Next Level.
Summary: This tutorial considers the fundamental issues that need to be addressed by innovators and their organizations as they attempt to use innovation as a means for sustaining high-levels of performance. This tutorial is divided into two sections, the first deals with capturing the innovator's spirit and the second covers how to develop a culture that fosters innovation. The course characterizes the scope and complexity of being the innovator from a systems perspective; presents a set of concepts and tools that can be applied in formulating, evaluating, and implementing innovation - as related to the innovator; and raises the importance of the innovation process, not only the understanding and promotion of innovation, but doing innovation. Finally, the course reviews the skills necessary for understanding the nature of technological uncertainty and the issues that determine success or failure.
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