The Electoral College, the current electoral system in the U.S., operates on a Winner-Take-All or First Past the Post (FPTP) principle, where the candidate with the most votes wins. Despite the Electoral College being the current system, it is problematic. According to Lani Guinier in Tyranny of the Majority, “the winner-take-all principle invariably wastes some votes” (121). This means that the majority group gets all of the power in an election while the votes of the minority groups are completely wasted and hold little to no significance. Additionally, FPTP systems reinforce a two-party system in which neither candidate could satisfy the majority of the electorate’s needs and issues, yet forces them to choose between the two dominant parties. Moreover, voting for a third party candidate only hurts the voter since it takes votes away from the party they might otherwise support and gives the victory to the party they prefer the least, ensuring that the two party system is inescapable. Therefore, a winner-take-all system does not provide the electorate with fair or proportional representation and creates voter disenfranchisement: it offers them very few choices that appeal to their needs and forces them to choose a candidate they dislike. There are, however, alternative voting systems that remedy these issues, such as a Ranked voting system, in which voters can rank their candidate choices in the order they prefer them, or a Proportional voting system, in which a political party acquires a number of seats based on the proportion of votes they receive from the voter base. Given these alternatives, we will implement a software simulation of one of these systems to demonstrate how they work in contrast to FPTP systems, and therefore provide evidence of how these alternative systems could work in practice and in place of the current electoral system.

System and software verification is a vital component in the development and reliability of cyber-physical systems - especially in critical domains where the margin of error is minimal. In the case of autonomous driving systems (ADS), the vision perception subsystem is a necessity to ensure correct maneuvering of the environment and identification of objects. The challenge posed in perception systems involves verifying the accuracy and rigidity of detections. The use of Spatio-Temporal Perception Logic (STPL) enables the user to express requirements for the perception system to verify, validate, and ensure its behavior; however, a drawback to STPL involves its accessibility. It is limited to individuals with an expert or higher-level knowledge of temporal and spatial logics, and the formal-written requirements become quite verbose with more restrictions imposed. In this thesis, I propose a domain-specific language (DSL) catered to Spatio-Temporal Perception Logic to enable non-expert users the ability to capture requirements for perception subsystems while reducing the necessity to have an experienced background in said logic. The domain-specific language for the Spatio-Temporal Perception Logic is built upon the formal language with two abstractions. The main abstraction captures simple programming statements that are translated to a lower-level STPL expression accepted by the testing monitor. The STPL DSL provides a seamless interface to writing formal expressions while maintaining the power and expressiveness of STPL. These translated equivalent expressions are capable of directing a standard for perception systems to ensure the safety and reduce the risks involved in ill-formed detections.

This thesis identifies and explains two main problems students face during their internships. The first problem relates to feeling bored at internships due to the simplicity of projects or lack of work. From the interviews conducted, several strategies to avoid this boredom were created, including having employers design education plans for interns to further their knowledge in programs such as excel during their downtime. The second problem with internships discovered focuses on the gap between what is taught in schools versus what is expected of interns in practice. This thesis identifies several opportunities for improvement in education and strategies on how to handle feeling overwhelmed on intern projects due to lack of knowledge.

The digital education market has been expanding rapidly during the last few years, providing ample opportunity in the future. There are many technologies involved in this market, with the most significant being cloud client services, edge computing, and interactive flat panel displays (IFPDs). Combined, these technologies represent ninety-two percent of the Serviceable Available Market with IFPDs as the largest opportunity with sixty-nine percent (Company X Data). Cloud computing provides anytime/anywhere services that can be accessed from any device: e-portfolios, content access, and creation. Edge computing processes data closer to its source and the point of service delivery, providing ultra-low latency to help boost efficiency, mainly used for data processing. Lastly, IFPDs are touchscreen display devices ideal for collaborative spaces and meeting rooms. They are a substitute for outdated projector technology and provide better connectivity and built-in software solutions. <br/>We decided to develop a strategy to expand the market share in the IFPD market because it is the largest, and we consider Company X has a significant advantage in this sector. Company X manufactures the processors used in IFPDs and has established good relationships with manufacturers of these devices.

CubeSats can encounter a myriad of difficulties in space like cosmic rays, temperature<br/>issues, and loss of control. By creating better, more reliable software, these problems can be<br/>mitigated and increase the chance of success for the mission. This research sets out to answer the<br/>question: how do we create reliable flight software for CubeSats? by providing a concentrated<br/>list of the best flight software development practices. The CubeSat used in this research is the<br/>Deployable Optical Receiver Aperture (DORA) CubeSat, which is a 3U CubeSat that seeks to<br/>demonstrate optical communication data rates of 1 Gbps over long distances. We present an<br/>analysis over many of the flight software development practices currently in use in the industry,<br/>from industry leads NASA, and identify three key flight software development areas of focus:<br/>memory, concurrency, and error handling. Within each of these areas, the best practices were<br/>defined for how to approach the area. These practices were also developed using experience<br/>from the creation of flight software for the DORA CubeSat in order to drive the design and<br/>testing of the system. We analyze DORA’s effectiveness in the three areas of focus, as well as<br/>discuss how following the best practices identified helped to create a more reliable flight<br/>software system for the DORA CubeSat.

Waste pickers are the victims of harsh economic and social factors that have hurt many<br/>developing countries and billions of people around the world. Due to the rise of industrialization<br/>since the 19th century, waste and disposable resources have been discarded around the world to<br/>provide more resources, products, and services to wealthy countries. This has put developing<br/>countries in a precarious position where people have had very few economic opportunities<br/>besides taking on the role of waste pickers, who not only face physical health consequences due<br/>to the work they do but also face exclusion from society due to the negative views of waste<br/>pickers. Many people view waste pickers as scavengers and people who survive off of doing<br/>dirty work, which creates tensions between waste pickers and others in society. This even leads<br/>to many countries outlawing waste picking and has led to the brutal treatment of waste pickers<br/>throughout the world and has even led to thousands of waste pickers being killed by anti-waste<br/>picker groups and law enforcement organizations in many countries.<br/>Waste pickers are often at the bottom of supply chains as they take resources that have<br/>been used and discarded, and provide them to recyclers, waste management organizations, and<br/>others who are able to turn these resources into usable materials again. Waste pickers do not have<br/>many opportunities to rise above the situation they are in as waste picking has become the only<br/>option for many people who need to provide for themselves and their families. They are not<br/>compensated very well for the work they do, which also contributes to the situation where waste<br/>pickers are forced into a position of severe health risks, backlash from society and governments,<br/>not being able to seek better opportunities due to a lack of earning potential, and not being<br/>connected with end-users. Now is the time to create new business models that solve these large<br/>problems in our global society and create a sustainable way to ensure that waste pickers are<br/>treated properly around the world.

From exploring coffee plantations with an old Irishman in the mountains of Colombia to watching the sun set over the Strait of Gibraltar from the terrace of an ancient Moroccan cafe, this thesis sent Charles and Zane on an elaborate cafe-crawl across ten countries, with stops at a few of the world’s most interesting coffee houses. Some of these cafes, such as the world-renowned Caffé Florian (opened in 1720) and Caffé Greco (1760), are built on long-standing traditions. Others are led by innovators championing high-quality boutique shops, challenging mass production chains such as Starbucks and Tim Hortons. These newer cafes fuel a movement classified as the “Third Wave”. With a foundation gained from specialized courses with Patrick O’Malley, North America’s leading voice in coffee, Zane and Charles conducted first-hand research into the unique coffee preferences of multiple cultures, the emergence and impact of the Third Wave in these countries, and what the future may hold for coffee lovers.

"No civil discourse, no cooperation; misinformation, mistruth." These were the words of former Facebook Vice President Chamath Palihapitiya who publicly expressed his regret in a 2017 interview over his role in co-creating Facebook. Palihapitiya shared that social media is ripping apart the social fabric of society and he also sounded the alarm regarding social media’s unavoidable global impact. He is only one of social media’s countless critics. The more disturbing issue resides in the empirical evidence supporting such notions. At least 95% of adolescents own a smartphone and spend an average time of two to four hours a day on social media. Moreover, 91% of 16-24-year-olds use social media, yet youth rate Instagram, Facebook, and Twitter as the worst social media platforms. However, the social, clinical, and neurodevelopment ramifications of using social media regularly are only beginning to emerge in research. Early research findings show that social media platforms trigger anxiety, depression, low self-esteem, and other negative mental health effects. These negative mental health symptoms are commonly reported by individuals from of 18-25-years old, a unique period of human development known as emerging adulthood. Although emerging adulthood is characterized by identity exploration, unbounded optimism, and freedom from most responsibilities, it also serves as a high-risk period for the onset of most psychological disorders. Despite social media’s adverse impacts, it retains its utility as it facilitates identity exploration and virtual socialization for emerging adults. Investigating the “user-centered” design and neuroscience underlying social media platforms can help reveal, and potentially mitigate, the onset of negative mental health consequences among emerging adults. Effectively deconstructing the Facebook, Twitter, and Instagram (i.e., hereafter referred to as “The Big Three”) will require an extensive analysis into common features across platforms. A few examples of these design features include: like and reaction counters, perpetual news feeds, and omnipresent banners and notifications surrounding the user’s viewport. Such social media features are inherently designed to stimulate specific neurotransmitters and hormones such as dopamine, serotonin, and cortisol. Identifying such predacious social media features that unknowingly manipulate and highjack emerging adults’ brain chemistry will serve as a first step in mitigating the negative mental health effects of today’s social media platforms. A second concrete step will involve altering or eliminating said features by creating a social media platform that supports and even enhances mental well-being.

Over the course of 2020, individuals and organizations were thrown various unprecedented obstacles that necessitated flexibility, empathy, and understanding. Many organizations were forced to reevaluate their financial status, their purpose, and how they could provide for their employees. The COVID-19 pandemic meant that most companies had to introduce a ‘work from home’ policy, drastically decreasing the face-to-face contact that employees had with each other and leadership. The virus, coupled with the social and political unrest in the U.S. in the wake of the Black Lives Matter movement and the 2020 presidential election, inspired many companies to reframe their organization and redefine their goals.<br/> The B2B (business-to-business) Marketing Agency, The Mx Group, is preparing for a change in leadership, with the current Chief Executive Officer and Founder stepping down, being replaced by the President of the company. The company plans to execute the transition in the spring of 2022, allowing them the rest of 2021 to plan for the change, catering to employees’ individual and the company’s collective needs. It was also prompted by factors such as the COVID-19 pandemic to reevaluate the values that it upholds as an organization, coinciding with the change in leadership. Leaders of the company are actively encouraging employees to engage with these values by recognizing when a colleague performs in alignment with a value.<br/> In reframing their organization, The Mx Group has a significant opportunity to uniquely position itself in the industry. Lee G. Bolman and Terrence E. Deal (2017) introduced four frames: human resources, symbolic, structural, and political, as a way to guide a transformative application of leadership and management in business. Analyzed from these perspectives, The Mx Group can utilize contemporary ideas to efficiently and effectively seize its opportunity of embedding new values and a change in leadership.