How can you prepare faculty for successful industry collaboration?

The best ways to prepare faculty for successful industry collaborations would be to provide access to industry expertise and resources and address industry specific issues. To inculcate and promote this, rewards and incentives can also be set up for the faculty. This will foster a culture of innovation, networking and will keep the zeal and spark alive in the faculty to be more responsive to the ever changing scenario.

With over three decades of experience - half in the industry and the other half in academia, one of the most effective ways to prepare faculty for industry collaboration is - allowing the practitioner to co-teach alongwith the academic. The practitioner can more appropriately set up the students for success in the industry, and the academic will realise the gaps in the practice and collaborate in conducting meaningful research/writing case studies.

Half a century of experience as a practitioner academic at both sides of the Atlantic permit me to make simple and yet useful suggestions: Get off the symbolic academic tower and walk along with the practitioners who thrive applying what you teach in lecture halls and auditoriums; Be ready to lay aside the academic regalia and wear workforce jackets and pants engaging in productive dialogue with persons who know what they do but do not have the references of research findings and publications which support their work; Listen to what practitioners tell you and digest their questions before you answer them in simple language not-academic jargon.

In my understanding, first step is to understand the goals of faculty, their abilities and their work load, expected commitment from faculty versus time available for them in addition to teaching and other work assigned, discussion with faculty about the expectations, once they are a right fit provide necessary training and lastly and most importantly the remuneration or the money that will be paid to the faculty has to be good enough to motivate them to take up such assignments otherwise it will adversely affect the faculty and in turn the Institute

The project can go a long way with a clear understanding of the task ahead and each participant indicating how THEY believe they can contribute to its success. Allowing individuals to select themselves into or out of a process or being able to participate minimally, depending on their capacity, is essential. Happy collaborators are best!

To build "Trust and Rapport" everyone must follow following: 1. Clear the vision: Clearly said about expectations and the way of win-win benifit, social benefit or what else. 2. Action oriented commitment: implementation of commitment is the pre-requisite of trust. Thus, never break the commitment. 3. Be truthful: irrespective of facts of problem, inconsistencies, loss- profil always say truth. 4. No manipulation 5.Lesions to opposite 6. Be cooperative attitude 7. Show interest to collaboration 8. Never show out or felt others inferior 9.Take stand for or with whom you working 10. Share each-others view in peaceful environment

Si como bien dice el enunciado de este artículo, la idea es preparar al profesorado para una colaboración exitosa con la industria, esta confianza y buena relación se tiene que establecer desde abajo. Escuchar a todas las personas que forman parte del colectivo, empezando por la base. Ellos serán los que nos den las pautas de sus necesidades y las del mercado. La materia prima van a ser las se?oras y los se?ores trabajadores, junto con los dirigentes de la empresa, quienes conformán las distintas técnicas imprescindibles para la elaboración de la receta. La labor del profesorado será la de ordenar ese recetario según convenga: materia prima, elaboración, dietas, proporciones, menus, cartas, concursos, estrellas,…

Building Trust is a key factor when working across industries. Competitiveness is something that academics and industry both deal with, so some barriers exist when attempting to share materials. Establishing trust takes time, active listening, and humility. This means relinquishing some power to allow others to feel included in the exchange. It is important to note that due to lack of access in specific communities, it will take time to create the feeling that they are a part of the conversation. Allow participants to grow and offer scaffolding to "newcomers" who may not have been in these types of conversations prior.

Listen interactively. People like to feel heard and understood. Reflecting on what you hear about a team member's interests and then building on the conversation with follow-up questions helps you get beyond everyday chit-chat and learn more about them as a person—foster communication. Fostering communication between yourself and your team is a great way to build trust. Try to be transparent. Meet with individual team members. Show your appreciation. Most importantly, show up by Exhibiting leadership qualities.

"TRUST & Rapport" are 2 underrated phenomenon w.r.t the context of the effort&resources that goes in to deliver! Collaboration from the Industry is driven by 1&only 1 principle of"Value Matrix"offerings to corresponding stakeholders within the industry that inturn is aimed at creating a better standard of life to respective stakeholders! Demonstratable INTEGRITY Consistency&Clarity in communicating the Shared Goals for customers are key factors to build a Collaborative proposal.Last but no the least, the important factor that helps in minimizing the role of conflict management& misunderstandings is the"Cultural Integration system" that outlines the similarities&differences on a perspective scale! #Trust #Collaboration #Culture #Industry

Faculty cannot wear the PhD as a badge of honor when meeting with industry. There is so much for the faculty to learn in these engagements. Decisions tend to be made far more quickly in business, highlighting how action is valued over perfection in the “real” world.

Like societies, industries and corporations have cultures - the collective programming that become their way of life. The consulting industry's culture, for instance, is markedly different from that of the entertainment industry, even in small matters of members' dressing, advertising guidelines and rules of engagement. Industry and organizational cultures are encapsulated in assets like operating standards, manuals, processes, rules. So, for positive and productive collaboration, the academic needs to study, interrogate and internalize the industry's standards and collective practice. This understanding helps to tailor an academic's operating language, models, frameworks and outcomes to industry contexts and requirements.

Uma ideia útil para conhecer bem o público ao qual você se dirige é participar de rodas de conversas ou entrevistas para construir personas, e a partir de ent?o pensar o treinamento como um produto q pode ser "comprado" por um cliente interno, no caso o treinado. Esse posicionamento nos ajuda a n?o errar na hora de construir iniciativas.

In my experience connecting across industry and higher education, the different time scales has sometimes been an issue. Industry folks can get impatient with the long time it takes for a HE institution to make a decision, and HE faculty can get whiplash when an industry partner changes direction on a project very quickly. Communication at the start of the relationship about realistic time frames can really be helpful in mitigating this challenge.

To effectively equip faculty for productive collaboration with industry, it is imperative to implement specialized tools and methodologies harmonious with the industry's cultural nuances. Offering targeted training sessions, forging strategic alliances with companies, and organizing field visits serve as pivotal instruments in acquainting professors with the intricacies of industry practices. By modifying their pedagogical approaches accordingly, faculty can adeptly engage and establish meaningful collaborations with industry entities.

Students’ feedback is very valuable, especially in young institutions. It helps identify the weaknesses and adjust the programme to better standards.

A major engergy company in Virginia invited higher education professionals from my university to come and serve on one of its cultural awareness initiatives. They specifically invited departments with professors and scholars who had expertise in cultural history and literature. As a result, a panel of professors and scholars volunteered to attend the event, and doing such created a collaboration between the company, the institutions, and the scholars that continues. This particular company funds many initiatives in the arts, particularly for minority populations. This opportunity also provided the higher education professionals at my university to learn more about the programs this particular industry leader seeks to fund in the community.

Inviting industry partners to lecture, mentor, or co-teach courses is another excellent strategy. It not only enriches the curriculum with real-world insights and expertise but also exposes students and colleagues to different perspectives and working methodologies. This approach can be incredibly beneficial in preparing students for the challenges of the professional world and fostering a culture of continuous learning among colleagues. Embracing a more dynamic, experiential approach to learning involves shifting from traditional lecture-based methods to more interactive, hands-on experiences. Educators can incorporate several strategies to facilitate this transition.

I have often assigned students to interview someone in the field in which they want to work, guiding them to go beyond the questions they could easily answer by looking online. We keep the emphasis on learning someone's story, the kind of experience unique to the interviewee. It not only gives the student a realistic perspective, it also begins to foster a genuine connection.

Incentive a participa??o dos alunos e colegas no processo de colabora??o, seja por meio de projetos conjuntos, estágios, programas de mentoria ou workshops. Isso n?o só proporciona experiência prática, mas também fortalece os la?os entre a academia e a indústria.

El Docente debe tener también experiencia en la industria para poder conectarlo con la teoría y, por lo tanto, con los aspectos académicos a ser entregados a los alumnos

Precisamos trabalhar na divulga??o daquilo que realizamos, mesmo que n?o possa ser divulgado externamente, para a empresa parceira temos que apresentar os resultados, para que o vínculo de confian?a seja fortalecido.

When an Educational institution works with an industry partner, they can offer opportunities beyond the classroom or research lab. These opportunities can take many forms, from guest lectures, industrial supervision, and internships to research partnerships. You need to monitor and evaluate the impact of your dissemination strategy on your target audience. You need to collect and analyze data on your audience's reach, reaction, and response to your evaluation findings and recommendations.

It is always an excellent idea to identify 1 or 2 other ways that each project can be shared. Can it be turned into a conference presentation? An article? Work smarter, not harder.

Desenvolva métricas claras para avaliar o progresso e os resultados da colabora??o. Compartilhe esses resultados n?o apenas internamente, mas também com a comunidade acadêmica e a indústria para demonstrar os benefícios mútuos e o impacto positivo alcan?ado.

Always..always find a mentor…or they will find you. Listen to what they have to say. During my MS program, I was asked by the Department Chair if I had ever thought about a PhD program. I said no…so he planted that seed and walked away.After I finished the MS program, I remembered what he said…”have you thought about a PhD program”. That msg stayed with me so I applied for a program, got accepted and started the next semester. The surprise was that the entire cost for tuition, books, and academic regalia were all paid for. Remember, sometimes people will see something in you, that you can’t see in yourself. I taught under this Chair for 15+ years and have been a mentor to others throughout my professional career and beyond.

From a UK perspective, one of the most essential things academic colleagues can do is engage with their careers and employability teams - their role is far wider than career development learning, their oversight is typically cross instituonal and they have extensive experience in scalability and understanding what has worked in different disciplines and with various stakeholders - that would be my top tip for first point of support/advice/conversation.

I have found such collaborations not only helpful with industry, but helpful within the college. It brings together faculty of various disciplines, including not only those directly related to a given industry (for example, students studying Video Production Technology), but also those who teach in more liberal arts fields (such as English or Communication Theory or Art). It gives an opportunity, especially, for the liberal arts to connect. As one CEO told a conference I attended, "I can teach them to program. I can't teach them how to show up on time. I can't teach them how to work with other people. I can't teach them how to pick the right problem to work on. That's why they need college, not just job training."

If you are part of a land grant university, seek advice from your Extension colleagues. They are used to having a foot in both worlds and translating academic research to be more useful to real-life applications and more approachable to those outside of academia.

Estabele?a parcerias com especialistas na área de colabora??o entre academia e indústria. Eles podem oferecer orienta??o valiosa e experiência para superar desafios específicos, além de ajudar na identifica??o de oportunidades adicionais de colabora??o.

It’s very important to focus on assets! Too often, faculty are portrayed as inward-looking or reluctant to change. The most significant asset in this topic is faculty networks. They can be leveraged successfully. Our students go on to work in industry and those relationships, which were established in very formative moments, can lead to very successful collaborations.

In speaking with one of our Learning and Development specialists one day, I recounted how earning my Ph.D. ruined me for the real world. The person to whom I was speaking didn’t realize that faculty - for the most part - love learning for learning’s sake. They have been cloistered far too long in their hallowed halls of learning which have become dusty with rotting tweed, papyrus, old ways of thinking, and resentment. It’s time to at least open the door to the hallowed halls of academia to let a breeze blow through to stir up new ideas, new thoughts, new perspectives about ancient problems. Open the door to collaboration. Academia is doomed if it should sit idly and haughtily by and refuse to interact with the outside world.

I am currently supporting the development of a PG Cert in Clinical Education, collaborating with clinical experts who hold far superior experience and knowledge in this area. My own contributions reside in providing the academic and theoretical context for effective teaching and learning in the clinical setting. In this context the key to successful collaboration across industries often involves simply listening to the needs and experiences of colleagues to better understand how you are able to fit your own specialist knowledge around their needs. Collaboration is not a competition of knowledge, rather it should be the ability to build communities of inquiry and provide answers (and more questions) to meet the requirements of the project.

For the most part, I had been a "career academic" and always wondered if or how industry might ever find my knowledge or skills useful. A life changing event happened when I got an opportunity to do an industry externship. This included observing 'a day in the life of a manager', board meetings, and even doing hands on activities as if I were an intern. I got to join conversations about decision problems that they needed to tackle and offer my reflections. This made me and them realize the value I could bring and led to actual consulting assignments. These also resulted in internship opportunities for my students.

As a learning experience designer, I've worked with dozens of faculty across a wide range of public and private institutions and academic programs to design and successfully lead industry-embedded projects in their undergraduate and graduate courses. Several keys: Ensure clarity about the purpose and scope of the project and how these align with and support key learning objectives. Develop a good working relationship with the industry champions responsible for its success. Use a comprehensive work breakdown structure with clear milestones and deliverables. Model lifelong learning: set goals for your own learning and grow with your students. Organize and resource students to work in teams, build continuous feedback loops, celebrate success.