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Strategic STEM Prompts

INTRODUCTION

The example questions is intended as a starting point that can be copied as a prompt to your favorite AI tool:  ChatGPT, Google Gemini, Notebook are  some examples.

EXAMPLE 1

  1. In IEEE do we need more members, or do we need more leaders based on our approximate 500,000 members?
  2. In terms of volunteer development: IEEE runs largely on volunteers. The organization needs robust programs to identify, train, and mentor future leaders for boards, committees, and working groups. This includes teaching essential soft skills like communication, team building, and strategic management. Would a centralized or decentralized approach be appropriate in terms of volunteer development?
  3. Is this a form of the military approach of centralized control and decentralized execution and is it applicable to a peacetime volunteer organization such as IEEE?
  4. Can you research the strategic plan and see if it aligns with previous responses at the following urls to get started: https://r5.ieee.org/pikespeak/strategic-plan; https://r5.ieee.org/pikespeak/pyramid; https://r5.ieee.org/pikespeak/carnival-day; https://r5.ieee.org/pikespeak/2025-ieee-grant-report; https://r5.ieee.org/pikespeak/steam-teams-notes
  5. Based on this conversation, do you believe that the STEAM activities is the center of gravity in touching and meeting the three priorities of Region 5
  6. Based on the urls provided, what do you think of the Animal Pyramid of Success for middle schoolers to teach about the mindset in completing a challenging engineering curriculum based on John Wooden’s Pyramid of Success.
  7. What do you think of Dr Santiago’s model of Technical SKILLSET x leadership (growth, entrepreneurial, abundance) MINDSET = Exponential SUCCESS? Note this is an extension of KEEN’s view of skillset plus entrepreneurial mindset
  8. Can you model the skillset as magnitude and mindset as direction like a vector of success? In other words as a student going through a tough engineering program offers many other career pathways that is not in engineering and essentially non-technical in nature like a patent attorney, program manager, entrepreneur, and medical doctor.
  9. Can you say every engineering job created, creates other non-engineering job serving as a workforce multiplier. Is it similar like a force multiplier like a swarm of smart bombs similar to JDAM?
  10. Your formula for this effect in Keynesian economics is mathematically based on the Marginal Propensity to Consume (MPC):4$$Multiplier = \frac{1}{1 – MPC}$$. Can you translate this in words only in terms of Austrian economics.
  11. Based on this entire list of prompts (starting at the beginning given as: In IEEE do we need more members or do we need more leaders based on our approximate 500,000 members), what are the lessons learned by asking these questions and how can it be applied to a STEAM activity that can be prepared in a short time.

Example 2

List of Prompts (No Commentary)

  1. “Create a systems-engineering explanation showing how STEAM-TEAMS functions as the nucleus and center of gravity for Section vitality, leadership development, and industry engagement.”

  2. “Generate a Pixar-style narrative illustrating atomic → solar → galactic scaling as a metaphor for self-leadership, team leadership, and organizational leadership.”

  3. “Explain how STEAM-TEAMS mentorship growth approximates Fibonacci dynamics in Years 3–4.”

  4. “Create a grant-ready paragraph describing bamboo-style delayed acceleration as a model for sustainable mentorship scaling.”

  5. “Develop a one-slide IEEE executive summary titled ‘STEAM-TEAMS: The Section’s Center of Gravity.’”

  6. “Create a visual concept layout for a ‘Roots → Spiral → Grove’ mentorship growth diagram.”

  7. “Produce a teleprompter script narrating atomic, solar-system, and galactic growth as leadership layers within PyramidX-OS.”

  8. “Translate the Fibonacci spiral and galactic structure into a leadership and mentorship growth metaphor.”

  9. “Map bamboo root development to PyramidX-OS and recursive leadership formation.”

  10. “Develop a comparison chart: Bamboo Growth vs Fibonacci Growth vs STEAM-TEAMS Growth.”

  11. “Write a technical explanation proving that STEAM-TEAMS aligns with systems engineering principles of stability, recursion, and low-energy scalability.”

  12. “Create a STEAM-TEAMS nucleus-and-orbits diagram using atomic leadership model principles.”

  13. “Write a Pixar-style scene showing bamboo breaking through the ground as a metaphor for Year 3–4 mentorship inflection.”

  14. “Produce a systems-theory justification for delayed-acceleration models in leadership development.”

  15. “Create a one-paragraph narrative explaining why STEAM-TEAMS attracts industry engagement through proof-of-learning rather than marketing.”

  16. “Write a KEEN-aligned summary connecting Fibonacci growth, bamboo growth, and recursive leadership.”

  17. “Create a metaphor linking the spiral galaxy to exponential leadership propagation.”

  18. “Generate a definition of center of gravity in IEEE leadership terms using STEAM-TEAMS as the example.”

  19. “Produce a visual storyboard: Seed → Roots → Breakthrough → Spiral Growth → Grove.”

  20. “Develop a 30-second pitch illustrating STEAM-TEAMS as a self-propagating leadership ecosystem.”

7 Dec 2025

Introduction

This tab just serves as a starting point for discussion.

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Cyber Security

INTRODUCTION

As industry sponsor on the doctorate committee, Dr Santiago asked the following questions to Former Colorado State Senator/State Representative about his doctorate work.

TOP-TIER QUESTIONS (Must Ask)

Question Purpose / Notes
1️⃣ Automation Readiness – “Your architecture provides excellent verification and traceability, but can it be automated to address simultaneous, multi-vector attacks without losing human oversight?” Probes whether BlockFrame can evolve into a closed-loop, self-defending system capable of acting autonomously under supervision.
2️⃣ Human vs. Machine Tempo – “Given the frequency and speed of cyberattacks today, can your current man-in-the-loop model react fast enough, or would AI-driven decision loops be required?” Highlights the gap between human reaction times and machine-speed attacks; invites discussion on AI-assisted decision loops.
3️⃣ AI Integration Feasibility – “If AI learned what normal network activity looks like, how easily could it integrate into your existing architecture for real-time anomaly detection?” Tests modularity, extensibility, and readiness for future AI/ML integration without redesigning the system.
4️⃣ Scalability – “How well would your system scale from a pilot to an enterprise-wide or national-level deployment with millions of devices?” Evaluates infrastructure limits, throughput, and resource demands for large-scale adoption.
5️⃣ Closed-Loop Safety – “If automated responses are introduced later, how will the system prevent false positives or disruptions to legitimate operations?” Ensures safety, control, and human oversight remain intact when introducing automated or AI-driven actions.

SECOND-TIER QUESTIONS (Optional / Follow-Up)

Question Purpose / Notes
6️⃣ Data Quality for AI – “Would the ledger data you collect today be structured and trustworthy enough to train future AI models?” Checks whether data integrity, labeling, and architecture are ready for future machine-learning pipelines.
7️⃣ Concurrent Attack Response – “If multiple attacks hit different subsystems simultaneously, how would the system prioritize isolation or recovery?” Tests concurrency management and whether the system supports prioritization logic for simultaneous threats.
8️⃣ Standards Alignment – “How does your architecture align with or extend NIST 800-207 Zero Trust and ISO 27001 controls?” Gauges compliance readiness and compatibility with recognized frameworks.
9️⃣ Energy & Cost Efficiency – “How does your low-energy blockchain model reduce operational cost and support sustainability goals?” Connects security architecture with ESG objectives and operational efficiency.
Pilot Roadmap – “What is your next step for a commercial or government pilot implementation after graduation?” Encourages discussion of deployment, partnerships, and real-world transi