Introduction
With entrepreneurship and innovation continuing to serve as key terms for the second decade of the twentieth century (see Obama's 2012 State of the Union address), it is no surprise that universities and colleges have embraced this momentum, with programs and courses popping up at institutions across the country. Within this growing educational movement, the Kern Entrepreneurship Education Network (KEEN ) has set itself apart by securing an important niche establishing and promoting an entrepreneurial mindset among future engineers. The KEEN model recognizes that not everyone should or will become entrepreneurs. It is a model that results in a sophisticated, real-world cultivation of innovators across a wide spectrum of industry and skill levels.
The KEEN model is also well positioned to take advantage of the expanding interdisciplinary movement in higher education. Most entrepreneurship programs exist in specific departments, offer courses, minors, majors, and certificate programs that reach only those students who choose to pursue a specific path. KEEN's goal of infusing the principles of entrepreneurship through wide-scale curricular reform recognizes that "innovation occurs at the intersection of disciplines" (Kriewall 16). By extending the principles of entrepreneurship across the university experience, KEEN's model harnesses the interdisciplinary power of inherent in the entrepreneurship experience produces graduates prepared to innovate.
However, KEEN's interdisciplinary approach has a distinct challenge. Unlike entrepreneurship programs housed in local departments, KEEN's goal of curricular reform does not come ready-made with faculty, champions, and the prestige and power of institutional spaces. This flexibility allows KEEN to have wide-reaching influence, but to achieve its goal, it also requires a degree of disciplinary buy-in not required when entrepreneurship has a formal location and departmental mandate. In short, KEEN's model requires commitment and support from departments and faculty members who might not identify with the principles of entrepreneurship. Often, that problem of buy-in can manifest as active resistance. While these challenges can emerge from a variety of places in the university, because these principles threaten to shift the pedagogical value of their courses and programs, one of the most challenging academic audiences to win over are those faculty in the humanities and liberal arts.
The Sources of the Challenge
KEEN itself has recognized this problem. In the flagship article of its journal JEEN, Kriewall and Mekemson admit that "KEEN leaders have run into strong resistance from key campus constituents" (15). While Krewall and Mekemson do not indicate the specific source(s) of this resistance, my experience as a part of the KEEN initiative at Kettering University has indicated that a portion of that resistance comes from faculty in the liberal arts. The challenge of integrating the humanities in general is also indicated by the general lack of voices from the liberal arts in the pages of JEEN (The Journal of Engineering Entrepreneurship) and at KEEN's national conference, the outlier being MSOE's presentation there in January of 2012.
The source of the resistance to KEEN's curricular mission can be located in two places, one general, one more specific. First, is the general resistance to the economic hyper-pragmatism of business and entrepreneurship that has begun to pervade higher education. There is a very real concern that the economic model (paired with the "student as consumer" model) fundamentally alters the nature of the educational experience. Thus, KEEN's attempt at curricular reform embodies a larger cultural shift in higher education that many who remain committed to the traditional, civic-minded goals of a liberal education actively resist. Importantly, though it might find its strongest source of resistance there, this reaction is not limited to departments in the liberal arts.
But the challenge of buy-in among faculty in non-technical fields is not solely a result of individual mindsets, commitments to the liberal arts ideal, or political and economic outlooks. The second problem with securing commitment to the KEEN mission is found within within the mission itself. Even though Kriewall and Mekemson recognize the interdisciplinary nature of entrepreneurship and admit that those in non-engineering fields "have much to offer to the entrepreneurial mindset," KEEN's stated "Attributes of an Entrepreneurial Mindset" fail to reflect or make clear room for the contributions other departments might make (16).
The most obvious attributes in KEEN's list relevant to faculty in the humanities include items like tolerance for ambiguity, leadership, ability to resolve conflict, altruism, prescience, creativity, maintain high ethical standards. Each of these can be fostered by courses in fields like history, sociology, literature, philosophy, rhetoric and composition, political theory, among others. But there are two problems. The first is that these attributes are not distinctly linked to the humanities, which means that KEEN does not meet those faculty half-way. Because all of the above attributes can be conveyed in technical as well as non-technical courses, KEEN has failed to recognize the specific and unique contribution from the faculty in the humanities. As a result, those faculty must accommodate course themes and assignments to a set of goals that aren't a clear fit. This is exacerbated by the second problem, which is that those attributes are framed under headings like "Business Acumen" or "Understanding Customer Needs," a framework which quickly becomes unpalatable to faculty who wish to explore the way story-telling creates a shared vision or who wish to encourage students to tolerate ambiguity, but not simply (or even primarily) for shortsighted, economic reasons.
Perhaps the most glaring instance of this is the role KEEN grants communication in the list of attributes. The importance of communication to a successful entrepreneur cannot be overstated, and yet writing, speaking and listening skills have been collapsed into a single item, with technical, economic, and business attributes comprising the majority. Communication faculty -- many of whom already appeal to the practical value of their courses to engineering and business students -- will be glad to find their discipline valued here. But by collapsing three skills into one item, KEEN does not afford them the respect or the space they deserve. After all, listening, writing, and speaking are at least as distinct as design synthesis, design characterization, and design verification, but these last three listed separately, which grants them an emphasis not given to the distinct communication skills. So not only do some non-engineering faculty initially resist incorporating principles of entrepreneurship into their courses, they will also have a difficult time time seeing how what they do is truly valued within the KEEN framework. This is true even where the humanities faculty can find what they do in the list of attributes. Thus, because KEEN has yet to fully recognize the potential of their unique contribution and make room for it, faculty in the humanities must contort themselves to fit a series of goals that are not their own.
Fortunately, KEEN's interdisciplinary approach is flexibile enough to address these challenges. My task in this article, then, is two-fold. First, by drawing on research relevant to a number of non-technical fields, I intend to demonstrate the ways in which scholarship in the humanities and liberal arts enriches understandings of entrepreneurship. The purpose here is to show how KEEN's learning objectives can be extended to reflect and make room for that contribution. Second, I will then describe how KEEN's recognition of that contribution can be used as an appeal to faculty who might not see how their work or courses are relevant to entrepreneurship. To do this, I will be drawing from my experience at Kettring University, both as a communications and liberal arts faculty member and as a participant in our KEEN initiative.








