You can learn so much about an organization by how they onboard you and you can learn so much about your new members by how they onboard into your community. HYPER strives to onboard effectively and continually practice professionalism. See our Professional Practice Compendium Spring 2020 to learn more about the steps we take towards these goals.
One of HYPER’s core priorities is community. We want to build not just a community, but one that focuses on professional practice. One that promotes open communication and continuous improvement. We want to facilitate synergy, allowing the lab to perform at a level beyond what the sum of the individuals could. We want the community member’s skills to complement each other’s.
The HYPER lab uses a community structure that fosters communication, and for lack of a better word, community.
Jake – The Community Director. He is the authority of the lab, but still likes to remain as a contributing professional of the community, that is why he prefers to be called Jake.
Mark – The Community Manager. He handles the finances, purchasing, and personnel. Mark is the glue that holds this community together.
Graduate Students and Post-Doc faculty – The Team Leads. They are responsible for the deliverables set by the lab and by those who fund the lab.
Undergraduate students – The Community Members. They work with the grad students to complete deliverables and answer to the team leads.
The Core Team – The acceptation to the structure. This team consists of newer lab members who are under grads. They works on problems or tasks faced by the lab as whole: compendium, website renovation, and bosch desks for example. This team works to build the community and answers to Mark and Jake directly.
HYPER has a lot to teach the members of it community. One thing HYPER focuses on is continuous improvement. Personal continuous improvement can take may forms, but one that is consistently mentioned is reading. There is a lot to learn from reading. That is why HYPER has put together the top shelf, our reading list.
- “Start Finishing” by Charlie Gilkie
- “The Culture Code” by Daniel Coyle
- “Land Grant Universities for the Future: Higher Education for the Public Good,” by Gordon Gee and Stephen Gavazzi
- “Never Split the Difference: Negotiating as if your life depends on it,” by Chris Voss
- “The 7 Habits of Highly Successful People” by Stephen Covey
- “How to Win Friends and Influence People” by Dale Carnegie
- “The Book of Qualities” by J Ruth Gendler
- “Science: The Endless Frontier,” by Vannevar Bush
- “Boltzmann’s Atom” by David Lindlay
- “Maxwell’s Demon: How Warmth Disperses and Time Passes: The History of Heat,” by Von Baeyer
- “Taming Liquid Hydrogen: The Centaur Upper Stage Rocket 1958-2002″ by Bowles and Dawson
- “Mathematics and Plausible Reasoning Volume 1,” By George Polya
- “The Elements of Style” by Strunk and White
- “Language in Thought and Action” by S.I. Hayakawa
- “If I understood you, would I have this look on my face?” by Alan Alda
- “Envisioning Information” by Edward R. Tufte
- “Steel like an Artist,” by Austin Kleon
Design for manufacturing
Jake employs a unique interview structure, stepping away from the traditional questions to invoke more conversation and a deeper look into who he is sitting across the table from.
How did you end up here? More general than “tell me about yourself”, it starts a deeper conversation and explores their past.
Why [insert major]? This question further explores a person’s interests and can even give a good look into their personality while expanding more on their past.
What’s your blue sky? This question delves deep into a person’s aspirations and plans for the future.
What is your role on a team? This question begins evaluating where they might fit into the lab structure.
When can you work? This last question finishes the evaluation on the persons compatibility with the current work being done.
The HYPER lab employs a 3-stage system to our professional practice: onboarding, training, and transcending.
Onboarding: The phase after the interview. It includes how to get started in the lab, culture, and organization among other things.
Training: Involves the learning that happens while someone is working in the lab, allowing them to contribute a great deal to various projects.
Transcending: The final phase that uses the lessons learned by the HYPER alumni as teaching methods for the current community members. This structure is used in the HYPER compendium, where more information can be found.