Author Archives: Evelina Rosser

WHAT ARE SOME POTENTIAL CHALLENGES AND LIMITATIONS OF INCORPORATING AI INTO EDUCATION?

Leave a reply

While AI shows tremendous promise to enhance education, there are also several challenges and limitations that must be addressed for its safe and effective implementation. At a technical level, one major limitation is that current AI systems are still narrow in scope and lack general human-level intelligence and common sense reasoning. They perform well on structured, well-defined tasks within narrow domains, but have difficulty understanding context, dealing with ambiguity, generalizing to new situations, or engaging in abstract or conceptual thinking like humans.

As AI is incorporated into more educational activities and applications, it will be important to clearly define what topics, skills or types of learning are well-suited to AI assistance versus those that still require human tutors, teachers or peers. Over-relying on AI for certain subject areas too soon, before the technology is mature enough, risks weakening essential skills like critical thinking, communication, creativity and human interaction that are harder for current AI to support effectively. Educators will need guidance on how to integrate AI in a targeted, supplementing manner rather than a replacement for all human elements.

The design and development of AI systems for education also faces challenges. Most notably, the lack of diversity among AI engineers and researchers today risks AI systems exhibiting unfair, unethical or dangerous behaviors if not carefully considered and addressed during their creation. For example, cultural or other unconscious biases could potentially be reflected in an AI tutor’s responses, feedback or recommended resources/content if the systems are developed primarily by certain demographic groups. Ensuring diversity among those developing educational AI will be crucial to mitigate such risks and issues.

Data quality, privacy and security are additional design and implementation challenges. Massive datasets would be needed to train sophisticated AI for education, yet the collection and usage of students’ personal data, responses, assessments and more also raises valid privacy concerns that must be balanced. There are risks of data breaches exposing sensitive information or of collected data potentially being used in ways that could disadvantage certain groups if not properly managed and governed. Technical safeguards and oversight mechanisms would need to be put in place to address these challenges of responsible data usage for educational AI.

Even with the most well-designed and well-intentioned AI systems, actual adoption and integration of the technology into educational settings presents many social and human challenges. Students, parents, teachers and administrators may all have varying levels of acceptance and resistance towards AI due to concerns about job security, lack of understanding of the technology’s capabilities and limitations, distrust of large tech companies, or other socio-cultural factors. Convincing these key stakeholders of AI’s benefits while also addressing ethical risks in a transparent manner will be an ongoing limitation.

Widespread adoption of AI in education may also risks exacerbating existing social inequities if not properly overseen. Not all schools, regions or student demographic groups will have equal access to educational AI technologies due to issues like the high costs of technology resources, lack of infrastructure like broadband access in rural communities, or less support for underfunded public school districts. There is a risk of AI entrenching a “digital divide” and unequal outcomes unless all stakeholders have appropriate opportunities to benefit. Relatedly, over-dependence on online, AI-based education could marginalize students who thrive in hands-on, project-based, social or kinesthetic learning environments.

From an academic perspective, incorporating AI also raises concerns about its impact on teachers. While AI can potentially reduce teachers’ administrative workloads and free up time for more value-added interactions, large-scale substituting of AI for human instructors could significantly reduce the number of teaching jobs available if governance and oversight is not prudent. Strong retraining and workforce transition programs would need to accompany any widespread AI-driven changes in education models in order to mitigate negative economic consequences on the teaching profession and local communities. AI in education must augment and empower, not replace, human teachers to maintain high-quality, well-rounded learning experiences for students.

While AI holds promise to enhance learning and make education more accessible, there are still many technical, implementation, social and workforce challenges that demand careful consideration and governance as the technology develops and integrates further into school systems over time. Fostering diversity and non-bias in development, protecting privacy and information security, addressing equity of access issues, supplementing rather than substituting human elements of teaching and learning, and supporting an evolving workforce will all be vital yet complex limitations to help realize AI’s benefits and minimize unintended downsides for students, educators and society. With open dialogue and multi-stakeholder collaboration, these challenges can be mitigated, but the risks also require prudent and ongoing oversight to ensure educational AI progresses in an ethical, responsible manner.

WHAT ARE SOME POTENTIAL CHALLENGES THAT ABC COMPANY MAY FACE IN IMPLEMENTING THE STRATEGIC PLAN

Leave a reply

Resource constraints: A major challenge will be acquiring the necessary resources to successfully implement the strategic initiatives outlined in the plan. This includes financial resources, but also human resources. The company will need to obtain funding to cover increased expenses from new projects. They will also need to hire additional qualified employees or contractors to take on new roles and responsibilities. During economic downturns it can be difficult to secure extra funding or attract top talent.

Internal resistance to change: Many employees may be hesitant to or resistant to the proposed changes. People generally dislike disruption to the status quo and taking on new processes or ways of working. Change brings uncertainty which makes people uncomfortable. Significant effort will be required to educate employees and gain acceptance and buy-in for the strategic directions. Overcoming this resistance will take strong leadership, clear communication and reassurance during the transition period.

Integration challenges: Some of the strategic goals involve integrating new technologies, systems, processes or organizational structures into the company. Integration is complex and frequently does not go as smoothly as planned. Technical issues, process inconsistencies, cultural clashes and power struggles can all hamper successful integration of new initiatives. Thorough planning, solid project management discipline and patience will be necessary to address integration challenges that arise.

Competing priorities: It is very challenging for a company to work on multiple major strategic initiatives simultaneously. Resources and focus will need to shift between competing priorities regularly to keep momentum going across all work streams. This splitting of efforts inherently slows progress. Tough priority and resource allocation calls will be required to stage the implementation sensibly over time without overburdening the organization.

Measuring success: It can often be difficult to clearly define what success looks like for strategic objectives and then to develop meaningful key performance indicators to track progress. Without proper measurement, it’s hard to know if the plan is being executed as intended or if adjustments are needed. Significant thought must go into selecting appropriate metrics and monitoring systems to gauge the effectiveness of the implementation.

Economic turbulence: If economic conditions take a downward turn during the implementation period, it could introduce numerous complications that could seriously threaten the outcome. Things like reduced customer demand, supply chain disruptions, cost increases and access to capital all become more unpredictable in a recession environment. The company must consider contingency plans to maintain agility through economic ups and downs.

Leadership bandwidth: Successful execution of the strategic plan will require strong leadership sponsorship and dedicated project management efforts. Leaders also still need to manage ongoing operations and handle unexpected issues and crises along the way. There is a risk that implementation may lose momentum if critical leaders get stretched too thin balancing strategic initiatives with daily responsibilities.

Technology dependencies: Much of the strategy likely relies on new or upgraded IT systems, platforms and infrastructure. This always carries risks related to budget overruns, delays, glitches and compatibility issues. Technology projects are historically prone to fail to deliver on budget, on time and with the planned capabilities. Contingency options would be prudent mitigation strategies.

Regulatory changes: The policy and regulatory environment the company operates in could change in unforeseen ways during the implementation window. New regulations may conflict with strategic assumptions or opportunities anticipated in the plan. Navigating changes smoothly would require flexible scenario planning and rapid response capability.

Third party risks: To the extent parts of the strategy rely on outside vendors, suppliers or partners, performance issues or failures outside the company’s control become a risk factor. Vetting third parties carefully up front and including responsibilities in contractual agreements can help manage these external risks.

Inertia and lack of progress: There is always a danger that implementation drags on too long without achieving clear tangible results, undermining buy-in and draining energy/momentum away from the effort. Strong accountability, clearly defined phases, oversight and course corrections will be needed to avoid stalling out in planning mode versus action mode.

As outlined above, developing and executing a strategic plan presents many organizational challenges. With thorough foresight, commitment to change management fundamentals, adaptability to surprises, and diligent progress tracking and steering, ABC Company can mitigate these risks and maximize the likelihood of successful strategic execution that creates value. Monitoring implementation closely and adjusting strategies as situations evolve will also be important factors for overcoming obstacles that are sure to arise along the way for a project of this scale. Strategic execution success comes down to how well a company can anticipate challenges in advance and respond to emerging issues in real-time.

WHAT ARE SOME EXAMPLES OF CREATIVE STUDENT ENTREPRENEURSHIP PROGRAMS THAT ADDRESS FOOD INSECURITY ON COLLEGE CAMPUSES

Leave a reply

One innovative program that addresses the issue of food insecurity among college students is FarmHouse Delivery at the University of Missouri. The program was started in 2018 by a group of students as a social entrepreneurship project. It functions as a grocery delivery service that provides healthy, affordable food options to students on campus. Students can order groceries through an app and have them delivered directly to their dorm or campus apartment within a few hours.

FarmHouse sources its products from local farms and producers to keep costs low. This gives students access to fresh fruits and vegetables as well as pantry staples. It aims to fill the gaps between dining hall meals at an affordable price point. Pricing and partnership with the university’s food bank helps make healthy groceries accessible to low-income students as well. The student-run operation models sustainable business practices and food systems education. It has grown steadily since inception and continues to address campus hunger through an entrepreneurial solution.

Another notable program is Student Emergency Services (SES) at the University of California, Berkeley. Founded in 2010 by three students, SES operates a food pantry and meal delivery service for students experiencing food and housing insecurity. Like FarmHouse Delivery, it relies on a student-run cooperative business model. SES collects food donations from campus dining halls and local supermarkets which it redistributes free of charge to students in need via the on-campus pantry.

Through its Bear Necessities program, SES delivers free emergency food bags to students unable to physically access the pantry due to issues like illness, disability or lack of transportation. This service helps address barriers to accessing campus food resources. Students sign up online and receive groceries hand-delivered to their dorm within a few hours. SES is a non-profit that raises operating funds through campus fundraising and donations. It exemplifies how entrepreneurial problem-solving by students can directly help peers facing financial hardship.

Another standout program is the Locker Project at Seattle University. Launched in 2016 through a student initiative and now run in partnership with the campus dining department, it provides free food storage lockers across campus. The lockers are stocked daily with non-perishable foods, toiletries and menstrual products donated by the university community. Students can anonymously take what they need from the lockers at any time without stigma or paperwork. This innovative approach eliminates obstacles to discreetly accessing resources on demand.

The founders designed the Locker Project specifically with food-insecure students’ experiences, needs and perspectives in mind. Maintained through student and university staff volunteers, it fills an important gap, as many college students grapple with intermittent or unpredictable access to food. By normalizing the lockers as convenient additions to campus rather than solutions only for those facing hardship, it helps further reduce stigma. The program has effectively addressed institutional knowledge gaps around student hunger through grassroots, empathetic entrepreneurship.

A program with broader institutional support is the Grocery On-the-Go Market at Iowa State University. Launched in 2016, it is a partnership between Dining Services, the Dean of Students office and student groups. The market operates out of a custom-built food truck that parks in alternating high-traffic campus locations for set weekly hours. Students can purchase pre-packaged fresh, canned and dry goods at discounted prices using dining dollars, cash or credit. Partnerships with local anti-hunger organizations allow the market to offer select culturally appropriate frozen meal options as well.

Unlike most food banks or pantries, the market avoids stigma by being open to all students, not just those facing need. Its entrepreneurial approach of meeting students where they are has proven popular—serving hundreds per week and freeing up resources for other initiatives to coordinate with. The on-campus employer hires work-study eligible students, promoting leadership and skills development too. By bridging various student and campus partners campus-wide through an innovative model, Grocery On-the-Go Market effected positive change on multiple levels.

These programs demonstrate some creative ways that students themselves are developing solutions to food insecurity on campuses through social entrepreneurship. By directly addressing gaps, reducing stigma and empowering peers in need, they are making a tangible difference. Partnering with various campus and community stakeholders allows these initiatives to operate sustainably while continually improving services. Their innovative, action-oriented models inform how future programs and university policies could better serve students facing basic needs barriers to academic success. Student entrepreneurship shows great potential to address this pressing issue in impactful yet pragmatic ways.

WHAT ARE SOME OF THE CHALLENGES IN TRANSITIONING TO 100 CLEAN RENEWABLE ENERGY

Leave a reply

Transitioning the world’s energy systems to run entirely on clean, renewable sources faces significant challenges. While renewable energy resources such as solar, wind, hydro, and geothermal power are abundant, continuously increasing the contribution of variable and intermittent renewable sources like solar and wind presents infrastructure and integration challenges. Achieving a fully renewable grid will require overcoming technological, economic, and social obstacles.

One of the core technical challenges is intermittency. The sun doesn’t shine at night and the wind doesn’t always blow, so electricity generation from solar and wind installations fluctuates continuously based on weather conditions. This variability creates challenges for balancing electricity supply and demand. Utilities need to ensure there is enough generation capacity online at all times to meet electricity needs. With high shares of solar and wind power, mechanisms are required to balance output when the sun isn’t shining or the wind isn’t blowing, such as battery storage, demand response, hydrogen production, additional dispatchable generation capacity from sources like hydro, biomass or geothermal, or interconnectivity to share reserves over broader geographic regions. Scaling up these balancing solutions to enable 100% variability will require major infrastructure buildouts and technology advancements.

Energy storage is seen as a critical part of enabling higher shares of renewable sources on the grid by providing flexible capacity, but current battery technologies at the utility-scale remain expensive, with high upfront capital costs. Similarly, while pumped hydro storage provides bulk storage at low costs, suitable locations for new facilities are limited. Other storage options like compressed air, liquid air, and hydrogen have yet to be demonstrated at scale. Major investments in research and development are still needed to drive down costs and increase scalability of long-duration storage solutions.

The integration of renewable sources also necessitates upgrading grid infrastructure. Traditional centralized electricity systems are based on large, dispatchable power plants providing baseload supply. Accommodating two-way power flows from millions of distributed, variable generation sources will require modernizing transmission and distribution networks with advanced controls, communications, and automation equipment. Building out long-distance transmission lines is also challenging and faces social acceptance hurdles. Strengthening existing grids and expanding them as needed adds considerably to transition costs.

Another hurdle is ensuring there is always sufficient firm generation capacity available to meet peak demand during times when solar and wind output is low. Currently, gas-fired power plants typically fulfill this role, but continued reliance on fossil fuels for capacity needs hinders full decarbonization. Alternative sources like next-generation nuclear power, bioenergy with carbon capture and storage, or low-carbon hydrogen could potentially fill this capacity need, but remain immature technologies at present. Deploying them at scale raises economic, social license, and waste management issues.

The scale of the infrastructure buildout required for a 100% renewable energy transition is massive. The IEA estimates global investment needs of over $4 trillion by 2050 for electricity sector capital expenditure alone. Such enormous infrastructure spending presents challenges related to financing, affordability, local economic impacts, and ensuring a just transition for affected communities and workers. Public acceptance and access to low-cost sustainable financing will be important factors in the pace of buildout.

Decarbonizing end uses such as transportation, buildings, and industry further multiply transition challenges and costs. Electrifying these sectors will place additional demand pressure on grids already balancing high shares of variable renewable sources. Alternatives like renewable hydrogen and synthetic fuels must overcome technological and economic hurdles to scale. Integrated planning across electricity and end-use sectors is crucial for a whole-systems approach but adds complexity.

Addressing these challenges will require breakthrough innovations, increased international collaboration, adaptation of policy and market frameworks, infrastructure investments at vast scales, and changes in social acceptance and consumer behaviors. The complexity and scope of transitioning to 100% renewable energy should not be underestimated. With committed action and focus on overcoming barriers, a full transition could help achieve climate change mitigation targets through globally coordinated efforts over coming decades. Continued progress on many technological and economic fronts will be paramount to realizing this vision of a fully renewable energy future.

Transitioning to 100% renewable energy at the scale needed faces considerable challenges relating to intermittency, energy storage, grid modernization, ensuring capacity adequacy, massive infrastructure buildout requirements, high costs, cross-sectoral complexities, and social acceptance factors. Major technology advancements, policy and market reforms, financial commitments, international cooperation and changes to systems-level planning will be indispensable for overcoming these obstacles to full decarbonization of global energy systems.

WHAT ARE SOME OF THE BENEFITS THAT STUDENTS GAIN FROM COMPLETING A PLTW CAPSTONE PROJECT

Leave a reply

The PLTW Capstone project provides students with many valuable benefits as they work to complete this culminating design experience before graduating. One of the biggest benefits is that students gain real-world engineering experience by working through an open-ended problem that simulates what engineers encounter in their careers. Unlike standard school assignments with clear parameters and objectives, a Capstone project requires students to define the problem or need, do background research, create design constraints and criteria, explore ideas, build prototypes, test and redesign as needed. This replicates the iterative process engineers use daily and allows students to learn what true engineering work involves.

Students develop important soft skills like collaboration, project management, communication and presentation abilities as they work in teams. The Capstone project is too complex for one person to complete alone, so students divide up responsibilities, set progress goals and deadlines, coordinate tasks, provide peer feedback, and make group decisions together. This mimics collaborative engineering in the workplace. Presenting progress updates and final results to teachers and judges improves students’ presentation and public speaking skills as they explain technical information to different audiences, another skill engineers rely on. The project also enhances time management and the ability to multitask as students must balance their Capstone work with other school commitments.

Research is an essential part of the Capstone process. Students delve deeply into the background of their chosen problem or opportunity and study similar existing solutions to gain insights. This helps them define the need or gap they aim to address. Conducting thorough research early on also allows students to narrow their focus and develop more informed criteria and constraints for their design. Hands-on prototyping and testing then enable students to apply their research to build working models. The iterative process of testing, analyzing results, and refining designs mirrors the research and development engineers employ to solve problems. Through research and prototyping, students gain experience identifying issues to explore, gathering information from multiple sources, analyzing what works and what doesn’t, and using data to guide redesign—critical skills for any engineering career.

By going through the entire design process from defining the problem to creating, building, and presenting final solutions, students learn what it truly means to be an engineer and gain a competitive edge over their peers. Employers want to hire graduates who understand practical applications and have real experience working on open-ended, multifaceted engineering problems from start to finish. A completed Capstone project provides hard evidence of these deeper learning outcomes and applicable skills that are valuable for any science, technology, engineering or math career. Undergoing such an authentic engineering experience as their PLTW high school culmination project prepares students to hit the ground running in postsecondary programs or careers.

The process of presenting progress updates and final results to judges from industry and academia creates opportunities to network. Feedback from judges improves students’ presentation skills while guiding refinement of their designs. Judges often represent companies and universities students may one day apply to. Successful projects can even lead directly to scholarships, interviews or cooperative education offers. Learning to convey complex technical information through clear explanations, visuals and demonstrations sharpens students’ communication abilities, building confidence as they prepare for future interviews, reports and collegiate coursework. This interview experience mitigates nerves and gives students opportunity to start building their professional networks and references early.

Completing the Capstone design process strengthens students’ time management, allowing them to balance long-term projects with other school responsibilities and activities. Students learn to organize tasks, create schedules, prioritize competing demands, and monitor progress towards established deadlines during their yearlong Capstone work. These skills transfer well to college course loads and eventually demanding careers that require multitasking and ongoing long-term planning. PLTW’s emphasis on hands-on prototyping, building, and testing throughout the project enhances spatial and mechanical reasoning skills. Being able to visualize solutions from blueprints or technical drawings, and safely operating tools for fabrication is valuable experience for any engineering field.

The open-ended challenge of a PLTW Capstone project enables students to identify needs, research solutions, conceptualize original ideas, build working models, and present results—all while developing essential professional soft skills. Students gain experiential learning tied directly to real engineering practice that readies them for postsecondary education or careers. The yearlong project proves students can solve complex problems from start to finish, providing tangible evidence for college admissions or employment. From developing communication abilities to practicing time management and teamwork, the PLTW Capstone experience delivers immense benefits and a competitive edge for students’ futures.