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The Synergy Collective for Advanced Thought
Full text linkThe Synergy Collective for Advanced Thought is the culmination of a determined initiative to build a student-designed, directed, and developed think tank on campus of diverse perspectives with the aim of tackling complex issues in our world. Over the course of a transformative two-year period, the founders and presidents of The Synergy Collective for Advanced Thought immersed themselves in a dynamic design and development process, crafting the think tank’s foundation through deliberate collaboration with regional leaders and projects. Recognizing the importance of grounding their vision in practical innovation, they connected with trailblazers in New England’s community—individuals and organizations already rewriting the narratives of sustainability, creativity, and progress. These engagements were not just meetings but profound exchanges of ideas that informed the think tank’s ethos and operational blueprint. From engaging with sustainability pioneer Todd Maul, a James Beard nominee revolutionizing the culinary world, Benjamin Walko, Sous Chef and sustainable practices expert at Chatham Bars Inn, to exploring Block Island, a community with an offshore wind farm—a groundbreaking project that replaced four centralized diesel generators with 100% renewable energy—the students sought inspiration from leaders and initiatives that exemplify innovative thinking in action and selected a collective of the most dedicated and driven students and alumni to participate in the project
A Restaurant Built for the Community
Full text linkThere is a clear need for community centers and outreach programs in which members of the community can be provided with needed resources. A common problem within these programs is their struggle to be successful financially. This project was conducted as a possible solution to this problem, focusing on questions related to how a restaurant could be designed that serves delicious food and that provides support and aid similar to a community center. Other aspects of this project, such as whether a restaurant could use parts of its profits for activities that help the community through organizing fundraisers, community-based programs like food drives or career guidance, and monetary and essential item donations were explored. Allowing other community agencies to educate patrons about their services while providing meals simultaneously were also considered. Research determined, both from a restaurant business perspective and from the perspective of community-based needs, whether such a restaurant can exist financially and be successful in both roles. Research examined the business models of restaurants as well as community centers and reviewed models of existing culinary establishments that have been successful in supporting the community. The results of the research conducted will be a formatted business plan that will be used to create a hypothetical model of a financially stable restaurant that also provides resources similar to a community center
Echo-Location Helmet
No full textVision loss affects approximately 50 million Americans annually, ranging from partial impairment to complete blindness. The Echo-Location Helmet is designed to assist individuals with visual impairments by providing real-time spatial awareness. The helmet delivers sufficient information to enable users to navigate unfamiliar environments with greater confidence.
The Echo-Location Helmet was constructed using ultrasonic sensors, visual processing, and speech output, integrated through development software and artificial intelligence (AI). The system employs hardware components such as an Arduino microcontroller, a serial camera, ultrasonic sensors, and an MP3 player to detect and alert the user. This provides users with an easy way to navigate their surroundings. Wireless technology was also incorporated as needed.
The prototype was developed with user feedback, while prioritizing safety, comfort, and accessibility. It is used as a “smart” helmet utilizing an ESP32 Arduino board to help users identify real-world objects in real-time. The helmet is viewed as a starting point to various advancements in medical technology. Scheduled upgrades will be aimed at reducing latency, enhancing processing speed and precision, and introducing features such as live location sharing. Official testing will also validate the effectiveness of the device. Subsequent versions will make the helmet more weather-resistant and wearable
Candy Crush Saga
No full textThis project centered on the creation of a standalone, playable version of Candy Crush Saga, designed for low-cost electronic platforms. The primary objective was to explore the feasibility of replicating a complex, resource-intensive smartphone game on significantly less powerful hardware. Through meticulous optimization, the resulting build achieved a gameplay experience comparable to its high-end smartphone counterpart, despite a program footprint reduced by approximately two orders of magnitude. Key findings included mastering efficient algorithm design for resource-constrained environments, and the integration of individual contributions across diverse areas, the development of pixel-based graphics, the coding of core game mechanics, and the design and fabrication of a custom 3D-printed enclosure. A live demonstration will be available, showcasing the project\u27s functionality and the culmination of these individual efforts
How High-Performing Financial Advisor Teams Leverage and Implement Client Acquisition Strategies to Accelerate Growth
Full text linkWealth management firms have failed to produce meaningful organic growth in the years leading up to the early 2020s; treading water with average growth of 3-4% (Sharry, 2024), while client assets grew 19% during that same period (Dai et al., 2023). This was due, in large part, to wealth management firms struggling to drive client acquisition with tenured financial advisors (Crowley & Wagner, 2021). Although some research identified the client acquisition activities employed by financial advisors, there was a lack of understanding as to which strategies were used by high performing advisors and how they were employed.
A modified version of the adaptive selling framework (Weitz et al., 1986), with a focus on lead generation, was leveraged for this qualitative research design to address the following research questions:
1. What are the primary client acquisition strategies of high- and average-performing advisor teams?
2. What process do high- and average-performing teams use to execute different acquisition strategies, and why did they choose specific strategies over others?
3. What are the similarities and differences in the strategies and execution methods of the high-performing teams, average-performing teams, and of both cohorts?
Purposeful sampling identified 12 financial advisor teams at a wealth management firm to participate in the research; six teams with the greatest net new money growth from 2021-2023 were selected (high-performing), and six teams with average net new money growth for the same period were selected (average-performing). The instrument used for data collection was derived from the adaptive selling scale, developed by Spiro and Weitz (1990), and leveraged specific and newly designed questions from the scale. Video interviews were conducted with the lead advisors on each of the 12 teams; these interviews were recorded, and the results were transcribed. ATLAS.ti was used to code and analyze the results.
Three primary themes emerged regarding successful client acquisition strategies: developing strong relationships and connectivity with referral sources; being intentional about interactions with referral sources; and leveraging centers-of-influence to driving results. The findings of this study may benefit wealth management firms and advisors in developing successful client acquisition strategies
Elementary School Educators’ Perceptions of Social Emotional Learning (SEL) Implementation in the Classroom
Full text linkThe increased attention to social emotional learning (SEL) and instruction provided to students has prompted districts and states to implement SEL curriculum, pedagogical practices, and strategies to support educators in SEL implementation (Dermody & Dusenbury, 2022; Paolini, 2020). Teachers’ perceptions of SEL have been found to influence their willingness to adopt SEL initiatives (Zolkoski et al., 2022). In this research, Durlak and DuPre’s (2008) model of effective implementation practices was used as a lens to explore and investigate implementation practices when addressing SEL in elementary schools. The purpose of this mixed methods sequential explanatory study was to identify and explore elementary school educators’ perceptions regarding the support needed for SEL implementation. Phase I, a survey, identified how educators rated their beliefs, knowledge, and ability to implement SEL, and the level of support received with SEL implementation using purposeful and snowball sampling. Data gathered were downloaded into SPSS, coded for demographics, and run for descriptive statistics. In Phase II, focus groups were held with educator volunteers and explored how educators described the support needed for SEL implementation. This study found that educators believe in the benefits of SEL for students; however, their knowledge of how to implement SEL and the resources available are inadequate. Findings showed that educators believe in a strong school culture and climate while embedding SEL into the fabric of the school can support SEL implementation. Findings from this research aim to assist educational leaders in planning SEL initiatives, implementation, and professional development to further support educators
Exploring Higher Education Stakeholder Perceptions of Institutional Support for DEI: Prioritizing, Planning, and Implementing DEI Initiatives
Full text linkDiversity, equity, and inclusion (DEI) initiatives assume many forms in higher education (Morgan et al., 2021). Yet, research shows that institutions struggle with developing and implementing DEI initiatives (Leon, 2014; Scott, 2020). The unique structure, goals, and governance of colleges create complex conditions for DEI initiatives (Berry et al., 2018). A prominent model that monitors the development and implementation of DEI is reflected in strategic planning processes (Birdsall, 2018). Although multiple strategic planning models exist (Williams, 2021), there are inconsistencies in the ways DEI initiatives are defined and prioritized by various institutional stakeholders (Falqueto et al., 2020; Scott, 2020; Williams, 2021). Therefore, the purpose of this study was to explore stakeholder perspectives regarding institutional strategic planning as a vehicle for prioritizing, planning, implementing, and advocating for institutional DEI initiatives. The following research question guided the study: How do stakeholders involved in institutional strategic planning processes describe the way DEI initiatives are prioritized, developed, and implemented? The researcher employed a qualitative descriptive design involving research sites (n=3). Document analysis (N=19), semi-structured interviews (N=7) with institutional stakeholders representing comparable professional roles, and an interview with (N=1) an expert participant in the field of DEI in higher education were conducted. Document analysis applied Krippendorff’s (2004) content analysis strategy; interview data were analyzed using Rubin and Rubin’s (2012) thematic analysis. The findings on employing collaborative efforts as a means to build effective strategic planning processes may provide guidance for institutional stakeholders seeking systematic methods for developing DEI initiatives
Cognitive Dissonance in Call Center Leaders
No full textWhen organizational choices contradict the leaders’ beliefs or behaviors, psychological discomfort can occur (Festinger, 1957). The effects of psychological discomfort have several disadvantages to organizational progress, including decreased adaptation to change, snap judgments, and ineffective decision-making. While existing research highlights the effects of psychological discomfort experienced by employees, a gap has been identified when exploring information on leader-experienced psychological discomfort (Hinojosa et al., 2016; Telci et al., 2011).
This qualitative, phenomenological study explores the experiences of leaders in a continuously changing call center environment utilizing the cognitive dissonance theory framework. To provide further knowledge regarding cognitive dissonance antecedents in a call center leader role, this study was guided by the following research question:
R1: What contributes to cognitive dissonance in a call center leader role?
Utilizing open-ended interview questions, the findings of this study yielded 24 self-reported instances of cognitive dissonance from call center leaders (n=10) across the United States. The research shows three major themes that contribute to cognitive dissonance discomfort in the leader role: policy, autonomy, and disruption in work/life balance. The results of this study can contribute to call center retention, increased adaptation to organizational change, and add additional knowledge to the current gap of existing literature on understanding cognitive dissonance in a leader role
