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<?xml version="1.0" encoding="UTF-8"?><rss version="2.0" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:wfw="http://wellformedweb.org/CommentAPI/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:sy="http://purl.org/rss/1.0/modules/syndication/" xmlns:slash="http://purl.org/rss/1.0/modules/slash/" > <channel> <title>IEEE-USA InSight</title> <atom:link href="https://insight.ieeeusa.org/feed/" rel="self" type="application/rss+xml" /> <link>https://insight.ieeeusa.org/</link> <description>Articles, essays and opinion pieces on tech careers and tech policy issues.</description> <lastBuildDate>Tue, 19 Nov 2024 19:29:38 +0000</lastBuildDate> <language>en-US</language> <sy:updatePeriod> hourly </sy:updatePeriod> <sy:updateFrequency> 1 </sy:updateFrequency> <generator>https://wordpress.org/?v=6.7.1</generator> <image> <url>https://insight.ieeeusa.org/wp-content/uploads/sites/2/2022/02/cropped-IS-icon7-32x32.png</url> <title>IEEE-USA InSight</title> <link>https://insight.ieeeusa.org/</link> <width>32</width> <height>32</height> </image> <item> <title>How to Spot a Great Manager</title> <link>https://insight.ieeeusa.org/articles/how-to-spot-a-great-manager/</link> <comments>https://insight.ieeeusa.org/articles/how-to-spot-a-great-manager/#respond</comments> <dc:creator><![CDATA[Hoai Huong Tran]]></dc:creator> <pubDate>Tue, 19 Nov 2024 19:09:11 +0000</pubDate> <category><![CDATA[Career Skills]]></category> <category><![CDATA[Careers]]></category> <guid isPermaLink="false">https://insight.ieeeusa.org/?p=5483</guid> <description><![CDATA[Identifying a great manager starts with understanding your preferred organizational style and what traits matter most to you. The post <a href="https://insight.ieeeusa.org/articles/how-to-spot-a-great-manager/">How to Spot a Great Manager</a> appeared first on <a href="https://insight.ieeeusa.org">IEEE-USA InSight</a>. ]]></description> <content:encoded><![CDATA[From the moment I connected with Jeff<a href="#_ftn1" name="_ftnref1">[1]</a>, I knew I wanted to work with him. Call it intuition, but certain qualities stood out immediately. Jeff exuded intelligence, passion and kindness. Even in his role as the hiring manager — with the authority to decide my fate in the hiring process — he took a genuine interest in me as a person. Beyond evaluating whether I could do the job, he sought to understand how I would fit into his team and how the role aligned with my career aspirations and life goals. Although I had a strong background in market research, UX research and product management, digital agriculture was new territory for me. In our first conversation, Jeff skillfully connected my experience with the unique demands of the field. He explained how my skills could translate effectively, underscoring his forward-thinking approach. While many hiring managers chase the elusive “purple squirrel with a green mane and pink tail,” Jeff understood the value of hiring a “brown squirrel” with transferable skills and growth potential. He had confidence in my ability to learn the industry quickly, and unbeknownst to me, had already arranged for me to shadow a senior team member. In the Science Product Manager role, I would work with data scientists to develop machine-learning models and implement science-driven solutions. I’d collaborate with cross-functional teams across UX Design, Commercial, Engineering, and regional groups to bring these solutions to market. Jeff recognized that my communication and relationship-building skills — honed during my time as a professor and at Microsoft — would be invaluable in this role. He also saw that my curiosity and passion for solving audience-specific challenges would help me quickly adapt and thrive. <h2>What Makes Jeff a Great Manager</h2> Jeff embodies a rare combination of intelligence, passion and genuine interest in understanding people beyond their resumes. His ability to envision how my skills could translate into a new domain reflected the adaptability and curiosity I value in my own career. His commitment to mentorship — evidenced by arranging for me to shadow a senior colleague — further underscored his dedication to setting me up for success. Jeff’s recognition of my potential, even without direct industry experience, allowed me to shine in my role. Jeff’s humility is another hallmark of his leadership. He often downplays his role in building a high-performing team, saying, “I wasn’t that great — I was lucky to be surrounded by passionate people who together formed a balanced, high-character team.” This mindset created an environment where team members felt valued and appreciated. <h2>Jeff’s Key Managerial Traits</h2> Jeff exemplified several traits that made working with him a fulfilling and productive experience: <ul> <li>Genuine Interest: He took the time to understand my motivations, aspirations and values, ensuring they aligned with the role.</li> <li>Empathy and Approachability: Jeff genuinely cared about my fit within the team and my growth potential, making me feel valued and supported.</li> <li>Clear Communication of Expectations: He was transparent about how my skills could contribute to the team’s success, providing clarity and direction from the outset.</li> <li>Confidence in My Abilities: Jeff trusted my capacity to grow into the role, demonstrating a strong belief in my potential.</li> <li>Encouragement of Open Dialogue: He welcomed questions and valued input, fostering an environment of mutual respect and two-way communication.</li> <li>Humility and Team Recognition: Jeff credited the team for successes, prioritizing collective achievements over personal accolades.</li> <li>Focus on Growth and Development: He facilitated mentorship opportunities and ensured I had the necessary resources for a smooth onboarding process.</li> <li>Flexibility: Jeff accommodated different time zones and empowered me to set my schedule, enabling me to work effectively and efficiently.</li> </ul> <h2>The Role of Organizational Fit</h2> Jeff’s people-first managerial style might not resonate with everyone, particularly in environments prioritizing short-term profits over long-term growth. His success as a manager depended on an organizational culture that supported his relationship-oriented approach. This highlights the <a href="https://insight.ieeeusa.org/articles/the-cost-of-misalignment-how-shift-shock-impacts-employees-and-employers/">importance of aligning your personal values with your workplace culture</a>, as it can significantly impact your experience with a manager like Jeff. <h2>Finding Your Ideal Manager</h2> Identifying a great manager starts with understanding your preferred organizational style and what traits matter most to you. Jeff’s leadership aligned perfectly with my values and working style. His genuine interest in understanding me as a person, his commitment to mentorship, and his focus on growth and development resonated with me. For you, the ideal manager may have a different approach. Reflect on what qualities you need in a leader to thrive — and seek out someone who embodies those traits. <a href="#_ftnref1" name="_ftn1">[1]</a> Jeff is a pseudonym created to protect the identity of the individual involved. The post <a href="https://insight.ieeeusa.org/articles/how-to-spot-a-great-manager/">How to Spot a Great Manager</a> appeared first on <a href="https://insight.ieeeusa.org">IEEE-USA InSight</a>. ]]></content:encoded> <wfw:commentRss>https://insight.ieeeusa.org/articles/how-to-spot-a-great-manager/feed/</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>Cringey Habits to Kick in Your First Job</title> <link>https://insight.ieeeusa.org/articles/cringey-habits-to-kick-in-your-first-job/</link> <comments>https://insight.ieeeusa.org/articles/cringey-habits-to-kick-in-your-first-job/#respond</comments> <dc:creator><![CDATA[Paige Kassalen]]></dc:creator> <pubDate>Tue, 19 Nov 2024 18:30:23 +0000</pubDate> <category><![CDATA[Career Columns]]></category> <category><![CDATA[Career Power-Up]]></category> <category><![CDATA[Career Skills]]></category> <category><![CDATA[Careers]]></category> <category><![CDATA[Students & YPs]]></category> <guid isPermaLink="false">https://insight.ieeeusa.org/?p=5481</guid> <description><![CDATA[As you transition from university to your first job, there are a few cringey habits you should aim to break early. The post <a href="https://insight.ieeeusa.org/articles/cringey-habits-to-kick-in-your-first-job/">Cringey Habits to Kick in Your First Job</a> appeared first on <a href="https://insight.ieeeusa.org">IEEE-USA InSight</a>. ]]></description> <content:encoded><![CDATA[I came into my first job with gusto! My mottos were ‘rock-the-boat,’ ‘shatter the status quo,’ and ‘pour your heart and soul into everything.’ I was confident and unafraid to show my personality or share my ideas. I am thankful I started my career this way because it allowed me to embrace new responsibilities and maximize opportunities to learn. While I would never recommend anyone tone down their confidence at any stage of their career, reflecting on that first job and the transition from university to the corporate world, there were a few cringey habits I wish I had kicked sooner. <h2>1. Forgetting You are There to do a Job</h2> Once, I told a colleague that I felt I had more value to offer, but the company wasn’t utilizing my skillset to its fullest potential. The answer seems obvious now, but at the time, he taught me a valuable lesson. He explained that a company’s role isn’t to maximize my skillset; rather, it hires individuals to fulfill specific roles and complete necessary tasks. The transition from school to the workforce is interesting. In school, the focus is on creating a multidimensional brand. You get accepted to a top university by creating a resume of accomplishments in sports, activities, societies, and volunteer work, along with academic achievement. In contrast, advancement in the workplace is based on performing well in assigned tasks. In your first job, it’s crucial to remember that the primary value you bring to your organization is filling the organizational gap you were hired to fill. <h2>2. Treating a Business Presentation Like a Performance</h2> As I prepared for my first presentation to our leadership team, I had planned to start with “I am excited to speak with you all today!” However, my colleague stopped me and said that phrase sounded cheesy. Looking back, I now realize I was performing rather than informing. I was presenting to people I interacted with every day, but I approached it as if I were on stage addressing a large audience. In your first job, it’s important to adapt your presentation style to be more informative. It’s not about delivering every word perfectly or keeping the audience entertained; rather, it’s about ensuring that you understand your content thoroughly, and you can provide the necessary information to help your leadership team make informed decisions. <h2>3. Not Using Company-Branded Templates</h2> I was working on a team with colleagues who had just graduated from university. We were putting together a presentation when they suggested using a custom slide template instead of the company-branded one. Their rationale was that the slide template choice could showcase their creativity, but I explained that it might distract from the message we were trying to convey. Even though your company-branded slide template may not be the most creative option, it provides a standardized way to present information, allowing leaders to focus on and digest the content. No matter if it is a slide template, email signature, or any other type of branded communication, it is important to stick with the provided template to ensure the materials are aligned with the company brand. <h2>4. Not Feeling Like an Adult</h2> I grew up always using “Mister” or “Miss” when speaking to adults. During my first internship, it felt strange to look around and realize that I, too, am now an adult and should drop the prefix and address people by their first names. There are cultural contexts where using a prefix instead of a first name is appropriate, but don’t revert to it simply because you still feel like a kid. If you don’t feel mature enough to use someone’s first name, it may delay your opportunities to take on more responsibility and be perceived as a leader. The transition from university to the corporate world takes some time. You will experience exponential growth in your first year, so make sure to seize every opportunity to learn and develop your professional acumen. As you embark on your first job, there are a few habits you should aim to break early. Remember that you were hired to fill a gap in your organization, and you add value to your company by achieving success in your role. Don’t forget that the goal of a boardroom presentation is to inform rather than perform, and you should use your standard company templates to minimize distractions. Finally, embrace the fact that you are an adult, capable of handling the responsibilities and on the path to advance into leadership roles. The post <a href="https://insight.ieeeusa.org/articles/cringey-habits-to-kick-in-your-first-job/">Cringey Habits to Kick in Your First Job</a> appeared first on <a href="https://insight.ieeeusa.org">IEEE-USA InSight</a>. ]]></content:encoded> <wfw:commentRss>https://insight.ieeeusa.org/articles/cringey-habits-to-kick-in-your-first-job/feed/</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>Eight Key Skills Needed to Effectively Manage People</title> <link>https://insight.ieeeusa.org/articles/eight-key-skills-needed-to-effectively-manage-people/</link> <comments>https://insight.ieeeusa.org/articles/eight-key-skills-needed-to-effectively-manage-people/#respond</comments> <dc:creator><![CDATA[Julian Mercer]]></dc:creator> <pubDate>Tue, 19 Nov 2024 17:48:48 +0000</pubDate> <category><![CDATA[Career Skills]]></category> <category><![CDATA[Careers]]></category> <guid isPermaLink="false">https://insight.ieeeusa.org/?p=5478</guid> <description><![CDATA[Leaders who master effectively managing people appreciate the importance and interdependence of these eight skill sets. The post <a href="https://insight.ieeeusa.org/articles/eight-key-skills-needed-to-effectively-manage-people/">Eight Key Skills Needed to Effectively Manage People</a> appeared first on <a href="https://insight.ieeeusa.org">IEEE-USA InSight</a>. ]]></description> <content:encoded><![CDATA[Effective personnel management requires a manager to balance the needs of the organization with those of their team members. While business objectives and management priorities will vary, depending on the type of employer or business, the skills required for success as a personnel manager are consistent across the board. Here is my list of eight key skill sets needed for success in personnel management: <ol> <li>Communication: A manager must articulate tasks, listen to team members, and foster an environment where questions and open dialogue are encouraged. The ability to communicate effectively ensures that goals, expectations and feedback are clearly understood. Miscommunication often leads to mistakes, misunderstandings and conflict. Clear and open communication fosters trust, reduces misunderstandings and ensures that everyone is on the same page. Without clear and open communication, it’s challenging to set objectives, develop employees, build relationships, or drive performance effectively.</li> <li>Goal Setting: Objectives and goals provide direction and purpose for the team. They serve as a roadmap for decision-making, resource allocation, and performance evaluation. Without clear goals, it’s difficult to achieve alignment and focus efforts to achieve desired outcomes. Managers need to establish objectives and goals that align with the organization’s mission and vision. These goals should be specific, measurable, achievable, relevant, and <a href="https://insight.ieeeusa.org/articles/how-can-you-make-your-goals-smarter/">time-bound (SMART)</a>, providing a roadmap for the team to follow. Just be sure your goals target meaningful outcomes.</li> <li>Performance Management: Ultimately, managers are responsible for achieving results and driving performance within their teams. This involves monitoring progress towards goals, identifying obstacles and opportunities, making data-driven decisions, and taking corrective actions when necessary. By holding team members accountable for their performance and providing support and resources as needed, managers can ensure that objectives are met efficiently and effectively. Monitoring and evaluating employee performance also helps identify strengths, areas for improvement, and opportunities for recognition. Constructive feedback and performance reviews should be regular, actionable and tailored to individual needs. Performance management also requires some flexibility and judgement in adapting goals to reflect changing circumstances and new requirements.</li> <li>Delegation: Delegation allows managers to focus on strategic tasks while empowering their employees to take ownership of their work. <a href="https://insight.ieeeusa.org/articles/mastering-the-art-of-delegation/">Effective delegation</a> involves assigning tasks according to team members’ strengths, and providing the necessary resources for success. Knowing how and when to delegate requires careful planning and judgment.</li> <li>Employee Development: Investing in employee development and providing professional growth opportunities to your employees is critical for building a high-performing team. Empowered and skilled employees are more engaged, productive and adaptable to change. Without a focus on employee development, teams will struggle to reach their full potential. Managers should assess their direct reports, identify individual strengths and areas for improvement, and provide opportunities for growth and learning. Regularly engaging your employee to understand their individual needs and aspirations is an important part of the process.</li> <li>Positive Work Environment: Managers are responsible for building and sustaining a positive work environment in which every team member feels valued, respected and engaged. A positive, inclusive and collaborative work culture motivates employees and reduces turnover. Understanding and responding to employees’ emotional and personal needs helps build trust and rapport. Being flexible in addressing individual needs (such as flexible hours or different learning styles) fosters loyalty and productivity. Effective personnel managers create opportunities for all team members and work to encourage diversity of thought, background and experiences. Managers are also responsible for ensuring that the workplace is psychologically safe.</li> <li>Conflict Resolution: Managing conflict is critical to team performance and sustaining a positive work environment. Conflicts are inevitable in any team, and often flow from personal differences, deadline pressures and/or resource constraints. A good manager works to identify potential issues early, mediate conflicts fairly, and implement solutions that support team harmony and productivity. This requires strong emotional intelligence and problem-solving skills.</li> <li>Employee Recognition and Motivation: Recognizing and <a href="https://insight.ieeeusa.org/articles/recognizing-individual-performance-on-group-projects/">rewarding hard work and achievements</a> boosts morale and encourages employees to continue performing well. Celebrating individual and team successes in only part of the equation. Knowing how and when to allocate promotions, bonuses or other incentives is also critical and requires a knowledge of employer HR policies and practices, as well as the ability to anticipate organizational requirements and secure budgetary support.</li> </ol> <h2>Closing Notes</h2> This is not a pick and choose list. Effective personnel managers appreciate the importance and interdependence of all eight skill sets, and work to learn from experience and develop their own skills in each area. Successful personnel managers must also possess empathy and emotional intelligence, as well as demonstrate a high degree of flexibility and adaptability. The key is to treat others the way you would like to be treated if your roles were reversed. Personnel managers must be especially mindful of their interactions and personal relationships with their employees. Managing personal relationships in the workplace requires a delicate balance between professionalism and approachability. It’s important to foster strong interpersonal connections, as this will build trust, boost morale and create an open and supportive environment. However, managers must also maintain appropriate boundaries to ensure fairness and avoid favoritism. Transparency, consistent treatment of all team members, and merit-based decisions are essential to avoid relationship issues. Lastly, personnel managers should develop familiarity with the employer’s HR policies and procedures, and make a point of engaging corporate HR professionals for advice and assistance. If HR trusts your personnel management skills, they will be your ally when difficult situations arise The post <a href="https://insight.ieeeusa.org/articles/eight-key-skills-needed-to-effectively-manage-people/">Eight Key Skills Needed to Effectively Manage People</a> appeared first on <a href="https://insight.ieeeusa.org">IEEE-USA InSight</a>. ]]></content:encoded> <wfw:commentRss>https://insight.ieeeusa.org/articles/eight-key-skills-needed-to-effectively-manage-people/feed/</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>How to Handle a Colleague with No Filter</title> <link>https://insight.ieeeusa.org/articles/how-to-handle-a-colleague-with-no-filter/</link> <comments>https://insight.ieeeusa.org/articles/how-to-handle-a-colleague-with-no-filter/#respond</comments> <dc:creator><![CDATA[Jacquelyn Adams]]></dc:creator> <pubDate>Tue, 19 Nov 2024 13:00:55 +0000</pubDate> <category><![CDATA[Career Columns]]></category> <category><![CDATA[Career Skills]]></category> <category><![CDATA[Careers]]></category> <category><![CDATA[Lessons on Leadership]]></category> <guid isPermaLink="false">https://insight.ieeeusa.org/?p=5486</guid> <description><![CDATA[Establishing boundaries with a colleague with no filter requires a delicate balance of assertiveness, empathy and professionalism. The post <a href="https://insight.ieeeusa.org/articles/how-to-handle-a-colleague-with-no-filter/">How to Handle a Colleague with No Filter</a> appeared first on <a href="https://insight.ieeeusa.org">IEEE-USA InSight</a>. ]]></description> <content:encoded><![CDATA[Early in my career, I faced a challenge that’s all too common in our professional journeys — a coworker in a leadership role who had no filter. He’d casually badmouth his boss, spill the beans on his direct reports’ personal lives, and overshare his own personal dramas. What started as just a source of daily annoyance gradually snowballed and created palpable tension whenever he entered the room. Everyone’s guards came up, as we never knew what would come out of his mouth. As someone lower on the totem pole, I was stumped on how to navigate this minefield without suffering significant professional fallout. Many of us grapple with similar situations, torn between the urge to uphold a professional environment and the fear of rocking the boat. This becomes especially tricky when the person crossing the line is the one in charge. So, how do we steer through these choppy waters? Here’s a toolkit for handling those blurry lines of workplace behavior and boundaries. <h2>Recognizing the Red Flags</h2> It’s important to first identify what constitutes boundary-crossing in the workplace. This could be anything from unnecessary gossip, oversharing personal details, to more serious forms of workplace microaggression and harassment. Recognizing trending behaviors is the first step. We all have moments when we lose our temper, are flippant, or word vomit when overwhelmed. Hopefully we can show each other grace and do better. However, a repetition of such behavior suggests a lacking of understanding or disregard for boundaries. This could include habits such as: <ul> <li>Repeated negative comments about colleagues or superiors.</li> <li>Frequent oversharing of personal issues inappropriately.</li> <li>Continuous disrespect towards company policies or individuals.</li> </ul> <h2>Setting the Tone: Communication is Key</h2> When a colleague steps over the line, a direct yet diplomatic approach is often the best first step. It’s about striking the right balance — being firm in your stance but also open to the possibility that the transgressor might be unaware of the impact of their behavior. Remember, the goal is not to confront, but to communicate. Here are some options to try: <ul> <li>If a colleague makes an inappropriate comment, respond with, “That’s un Let’s keep our conversation professional.”</li> <li>Encourage open discussions about what constitutes appropriate behavior in team meetings.</li> <li>Lead by example; demonstrate respect and professionalism in all interactions.</li> </ul> <h2>Document, Don’t Ignore</h2> Ignoring the problem won’t make it go away. In fact, it’s crucial to document incidents of inappropriate behavior. This isn’t about keeping a ledger of grievances, but rather about having a clear record if the situation escalates and requires formal intervention. To do this, you should: <ul> <li>Keep a log of dates, times and descriptions of incidents. It’s important to try to document the incident as soon as it occurs and to use direct quotes whenever possible.</li> <li>Note any witnesses and the context in which the behavior occurred.</li> <li>Save any relevant emails or messages as evidence, if needed.</li> </ul> <h2> Seeking Support: When to Escalate</h2> If the behavior persists, it may be necessary to involve supervisors or HR. This isn’t about tattling; it’s about maintaining a healthy work environment. If needed, don’t hesitate to utilize Employee Assistance Programs (EAPs) which can offer confidential support and guidance. Additionally, if the boundary-challenged individual is in a leadership position, the stakes are even higher. Leaders set the tone for workplace culture and behavior. It’s essential for organizations to ensure that their leaders are skilled not only in their job roles but also in managing relationships and respecting boundaries. Here are some possibilities to consider: <ul> <li>If direct communication doesn’t work, schedule a meeting with your supervisor or HR to discuss the issue.</li> <li>Prepare specific examples to present during this meeting.</li> <li>Inquire about company policies on handling such situations.</li> <li>Encourage leadership training that includes modules on professional boundaries and workplace ethics.</li> </ul> <h2>The Bigger Picture</h2> Remember, addressing such issues isn’t just about correcting one person’s behavior; it’s about ensuring that everyone, regardless of their position, understands and respects the boundaries that make for a harmonious and effective workplace. This is why proactive measures are always better than reactive ones. This includes clear communication of workplace policies, regular training on professional conduct, and creating an environment where employees feel comfortable discussing issues without fear of retribution. To achieve this, companies and employees should consider: <ul> <li>Promoting a culture of open communication where employees feel safe to express concerns.</li> <li>Advocating for a system where feedback is regularly sought and acted upon.</li> <li>Supporting initiatives that focus on mental health and well-being, recognizing that personal issues can impact professional behavior.</li> <li>Suggesting regular training sessions on workplace conduct.</li> <li>Encouraging the HR department to regularly communicate and update the company’s code of conduct.</li> <li>Initiating team-building activities that foster respect and understanding among colleagues.</li> </ul> Navigating workplace boundaries requires a delicate balance of assertiveness, empathy and professionalism. By recognizing inappropriate behavior, communicating effectively, documenting incidents, involving HR when necessary, and setting a positive example, we can contribute to a healthier, more respectful workplace. Remember, a thriving work environment is not just the responsibility of the HR department or management; it’s a collective effort where each one of us plays a pivotal role. The post <a href="https://insight.ieeeusa.org/articles/how-to-handle-a-colleague-with-no-filter/">How to Handle a Colleague with No Filter</a> appeared first on <a href="https://insight.ieeeusa.org">IEEE-USA InSight</a>. ]]></content:encoded> <wfw:commentRss>https://insight.ieeeusa.org/articles/how-to-handle-a-colleague-with-no-filter/feed/</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>Transactions of the American Institute of Electrical Engineers, Volume 1</title> <link>https://insight.ieeeusa.org/articles/transactions-of-the-american-institute-of-electrical-engineers-volume-1/</link> <comments>https://insight.ieeeusa.org/articles/transactions-of-the-american-institute-of-electrical-engineers-volume-1/#respond</comments> <dc:creator><![CDATA[Nathan Brewer]]></dc:creator> <pubDate>Mon, 18 Nov 2024 17:15:28 +0000</pubDate> <category><![CDATA[History Column]]></category> <category><![CDATA[Views]]></category> <guid isPermaLink="false">https://insight.ieeeusa.org/?p=5475</guid> <description><![CDATA[The Transactions of the American Institute of Electrical Engineers, Volume 1, is the first published record of an IEEE predecessor society. The post <a href="https://insight.ieeeusa.org/articles/transactions-of-the-american-institute-of-electrical-engineers-volume-1/">Transactions of the American Institute of Electrical Engineers, Volume 1</a> appeared first on <a href="https://insight.ieeeusa.org">IEEE-USA InSight</a>. ]]></description> <content:encoded><![CDATA[The formation of the American Institute of Electrical Engineers (AIEE) in 1884 was a major milestone in the American electrical industry’s history. <a href="https://ethw.org/Nathaniel_S._Keith" target="_blank" rel="noopener">Nathaniel Keith</a>, an electrometallurgical engineer, sent out a call in April 1884 “for the purpose of establishing a national electrical society” to various luminaries of the nascent American electrical industry, including such figures as <a href="https://ethw.org/Thomas_Alva_Edison" target="_blank" rel="noopener">Thomas Edison</a> and <a href="https://ethw.org/Alexander_Graham_Bell" target="_blank" rel="noopener">Alexander Graham Bell</a>, to be modelled “somewhat after the model of the American Civil, Mechanical and Mining Engineers’ societies or institutes.” This preliminary meeting of the signers was held “at the rooms of the American Society of Civil Engineers” on 15 April, then located at 127 East 23rd Street in New York City, and on subsequent meetings on 13 May, the governance structure and rules were adopted, and the first meeting of the council held a week later on 20 May. There, “by vote, the Secretary was instructed to proceed to Philadelphia for the purpose of securing accommodations for the Institute during the Electrical Exhibition to be held there from September 2nd to Oct 11th, 1884.” The Directors of the International Electrical Exhibition provided free use of the rooms in the exhibition building to the AIEE, under the condition that the rooms remain open. Space was provided to the AIEE for five and a half weeks, starting on 2 September 1884, and ending on 11 October 1884. The papers read during this meeting would form most of the content to appear in the first volume of the Transactions of the American Institute of Electrical Engineers, the first published record of an IEEE predecessor society. The majority of the papers were read between 7-8 October; one paper (“W.M. Callender’s “Underground Wires”) was read in September, and one paper (<a href="https://ethw.org/Edwin_Houston" target="_blank" rel="noopener">Edwin J. Houston’s</a> “The Delany Synchronous-Multiplex System of Telegraphy”) was a reprint from the Journal of the Franklin Institute. Numerous authors in the first volume served later in prominent positions within the AIEE. Houston, chief electrician of the exhibition and author of three papers, served as AIEE president during the 1893-1895 term; <a href="https://ethw.org/Rowland_R._Hazard" target="_blank" rel="noopener">Rowland R. Hazard</a>, author of “The Scientific City Street,” served as treasurer from 1884-1886; Cyrus F. Brackett, first Joseph Henry Professor of Physics and founder of the Electrical Engineering Department at Princeton, author of “An Experimental Method of Studying the Dynamo Machine,” served as an AIEE manager from 1886-1889; and Thomas Lockwood of the American Bell Telephone Co., author of “Earth Wires; or, The Earth as an Electric Circuit Completer,” served as a manager from 1889-1991 and a vice-president from 1891-1893. The papers were published as transcriptions of what was said in the room, with the discussions of the papers included following the presentation of the papers, a tradition which Transactions of the AIEE would continue throughout its existence. Some of these discussions were slightly heated, such as William H. Preece’s comments on Callender’s paper, who prefaces his remarks by saying “I am bound to confess that my first sensation on hearing the title of Mr. Callender’s paper read was to take up my hat and walk, but that would have been an act of discourtesy to the members present.” Like the authors of the papers, numerous participants in these discussions were future AIEE leaders. These include future AIEE president <a href="https://ethw.org/Cyprien_O._Mailloux" target="_blank" rel="noopener">Cyprien O. Mailloux</a> (1913-1914), and future vice-presidents George Maynard (1886-1887) and Patrick Bernard Delany (1893-95). Other notable figures in attendance were Nathaniel Keith, the principal signer of the call to form AIEE, who also served as its first secretary; <a href="https://ethw.org/Elmer_A._Sperry" target="_blank" rel="noopener">Elmer A. Sperry</a>, founder of Sperry Gyroscope Company; Charles Stagl of Bernstein Electric Co., Boston; and Frankland Jannus, patent attorney and inventor of an improved brake for the penny-farthing bicycle. In addition to the technical discussions, social issues also arose at the meeting, in particular two issues regarding the United States Patent Office. These were presented by Charles J. Kintner, the office’s principal patent examiner for electricity, who wrote an impassioned letter in March 1884, that was discussed at the preliminary May meetings. Kintner describes the poor conditions of the patent office: “the plumbing is in bad condition, and sewer gas escapes at the wash-basin. The floor is directly upon the ground, and hence excessive dampness results. There is much sickness and constant complaint on the part of the entire force, of headache and general indisposition.” In October, Kintner also presented a paper, in which, after apologizing for its “hasty preparation,” he pleaded with the AIEE to lobby the United States Congress to expand the funding for the Patent Office, for more staff, more physical space, and the establishment of a mechanical and chemical laboratory for the purpose of examining new inventions. Kintner urged the AIEE members to “go before Congress and express, in language unmistakable, your desires in this direction. You must buttonhole your individual members of Congress, and give them to understand plainly what you want in this direction. I tell you gentlemen, there is nothing that works upon a member of Congress like pressure from his immediate constituents.” The inclusion of non-technical material in the first volume of Transactions of the AIEE is a reflected not only the breadth of the early electrical industry and its technologies revolving around communications, power distribution and lighting. It also represented the concerns that engineers had, both in terms of their ability to perform their jobs, and in how the new profession would be shaped by external non-technical factors, such as congressional legislation and regulation. The tradition of dedicating space to both technical and the relevant social issues that engineers face was continued throughout the years by the Transactions of AIEE, the publications within the Institute of Radio Engineers, and the material that IEEE publishes to this day, 140 years after this landmark meeting. 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