2016/07/28 09:30 Diana Mann, “The Global Water Energy Nexus”, ISSS 2016 Boulder

Plenary @ISSSMeeting Diana Mann, Keynote #isss2016USA, 60th Annual Meeting of the International Society for the Systems Sciences and 1st Policy Congress of ISSS, Boulder, Colorado, USA

Day 4 theme:  Systems Theory, Management, and Practice

Plenary VII: Engineering Sustainable Systems and Technology

  • Description: To build sustainable and thriving systems, societies, and civilizations we need to combine real-world experience with practical methods in engineering, design, cybernetics, ethical control systems, service systems, and other emerging technological fields such as bioneering and nanotechnology. How do we transcend current limits to realize innovative and entrepreneurial technological possibilities within a sustainability framework?

Chair: Gary Smith, EADS Cassidian Systems, European Region Director, INCOSE Healthcare Working Group

This digest was created in real-time during the meeting, based on the speaker’s presentation(s) and comments from the audience. The content should not be viewed as an official transcript of the meeting, but only as an interpretation by a single individual. Lapses, grammatical errors, and typing mistakes may not have been corrected. Questions about content should be directed to the originator. The digest has been made available for purposes of scholarship, posted by David Ing.

Diana Mann, Ball Aerospace


[Diana Mann]

Diana Mann, Thursday plenary

Global Water Energy Nexus (GWEN)

In Colorado chapter of INCOSE, has been working with Water Energy

GWEN: Complex socio-technical interdependencies

  • Water
  • Energy: coal, nuclear, distribution systems
  • Consumers: voracious, animals too
  • How to deal with the triumvirate

Diana Mann, Gwen Wicked Problem

GWEN is a wicked problem

  • Impossible to solve
  • What are the boundaries of a wicked problem?  Difficult for systems engineering

Transformation systems engineering, a group in INCOSE (a lot in California)

  • 1. Use data-driven analysis
  • 2. Synthesize information to provide data-driven recommendations
  • Then can find sweet spot in triumvirate

Transformational systems engineering:  practices, emphasizing analysis and synthesis of design and engineering methodology

  • Things can radically change
  • Synthesis:  System of Systems Thinking, that allows paradigm shifts and managing emergent behaviour

Applying analysis:  Identifying GWEN paradigms

  • Identify stakeholders
  • Identify stakeholder paradigms: models of how they think

Applying synthesis:  Data driven analysis within GWEN:  five step deicsion making process

  • Fundamentally a scientific method

Applying synthesis:  System of systems thinking

  • Interesting things happen when you put a new system in amongst other systems
  • Systems of Systems characterized (Sage & Cuppan 2001)

Applying Synthesis:  Emergent behaviour and paradigm shifts within GWEN

  • Consider light bulbs: incandescent –> compact fluorescent –> LED
  • 3 realms of emergent behaviour:  social, technological, environmental

Some keys to transcend current socio-technical limitations within GWEN

  • Analysis and synthesis
  • Cultivate collaboration among stakeholders
  • Improve efficiency at the system of systems level

[Questions]

Light bulbs, what are the new footprint, recycling?

  • [Mann] Right now, just comparing energy consumption
  • Previously, recycling were all glass
  • CFLs have mercury, require special handling

India project management, human factors: leadership, teams.  Behaviours with human factors in engineering?

  • [Dove] First group with Navy in San Diego
  • Making order from chaos
  • Later, it was all about his soft skills, and the support he put underneath
  • Consciousness, culture and conscience
  • These were human factors
  • 60 engineers, half onsite contractors, all bought into common structure, daily feedback
  • Expect to be engaged, and noticeable when engagement fell off
  • Process-oriented way, but success was all human factors

3 things didn’t hear from all three speaker.  Entry, how to start.  Exit, how to get out, when finished.  Conflict resolution.

  • [Smith] Entry with opportunity
  • [Dove] Agile systems as continuous
  • Do have concern about unagile to agile, haven’t spent any time doing this
  • Exit, don’t recognize in the space dealing with
  • Looking into life-sustaining systems that don’t go on forever
  • Conflict resolution, soft skills, we don’t talk that way, talk about it as positive cast in a common collective culture, not just engagement, but mutual self-help
  • Variety of engineers, subcontractors who could benefit subcontracts, barriers were being broken down, expectation to work on my behalf rather than your behalf if it’s better for the whole
  • [Kumar] Depends on community
  • 1968 improving capabilities of group of people, with outsourcing as a means
  • What is important for the community is important for the group
  • [Mann] Noticing and being aware that resources are limited
  • e.g. 100,000 people coming into a system
  • First entry is awareness
  • The focus on efficiencies
  • Exiting, we haven’t tried specify, is the system sustainable within the paradigm
  • Connection with the stakeholders involved

Why not use wisdom to not create more trash?  Working on more complex systems.  May be simple not to produce.

  • [Mann] The systems as they were designed in the 1950s, not on their minds then
  • As time passed, changed
  • Retrofitting an existing business for less waste, already working on that, waste costs

Systems as creating from lack of coherence.  Simple to think about single things, doing at home.  Now trash.  In Japan, the streets are clean.  They have another consciousness.  They have to suffer to be compassionate, and work together.

  • [Smith] Dealing without a past
  • [Dove] Complex system
  • e.g. healthcare, how to lower cost, look at incentives, legislating something different
  • Throwing trash, because they don’t have a goal to NOT do it, and they do have a goal to do it

Process of identifying multiple stakeholder paradigms?  Dialogic?  Collective?

  • [Mann] GWEN working group in Colorado, 2 seminars of systems engineers with leading decision-making on water system.
  • Chief technologist also in seminar
  • Dialogical
  • Talk, asking questions, what are the big hot buttons, e.g. Denver water said water rights, it’s illegal to capture rain water in Colorado
  • Next step to go back through, identify paradigm
  • Starting dialogues (although can’t have a dialogue with deer)
  • Looking to data providers

System requirements.  Earth resources. Why haven’t heard the word requirements?

  • [Kumar] At Tata, requirements started in 1868
  • So many things to be put in place
  • Requirements are about the value for the country as a whole
  • [Dove] CURVE are the high-level requirements for justifying having an agile approach
  • In the agile space (not in software), requirements in CURVE, then in proactive-reactive to look at kinds of responses in 8 different categories, which give the requirements for the agile response capability (not the requirement of what it’s supposed to do)
  • Agile software development uses user stories, they don’t use the word requirements
  • Test Driven Development uses testing, not word requirement

Systems becoming more agile, how to undo with agility dysfunctional systems.  Systems that should be going away, e.g. curriculum in economic departments.

  • [Dove] Two ways to avoid your question
  • A lot of things we’re analysing because we believe they’re effective was because there was something before that wasn’t effective that was going to be killed.
  • Complex systems, e.g. healthcare, many systems without system directors, how do you intervene in a system like that?
  • Look at biology, virus infects cell and changes the purpose to that the virus, not to kill the system
  • In complex systems, where no single point, do a system dynamics analysis, understanding the components, and the incentives

Taking organization, model, values, and derive a bachelor’s degree in business that would replicate a model that could be used in universities.

  • [Kumar] Tata Administrative Services, 3-year program

Behavioural aspects of the agile approach.  Organizational proprioperception, e.g. seasickness at the unconscious level and not conscious level.

  • [Dove] Concern about multi-agent systems, and how to detect when something is amiss, e.g. drone swarms that can’t phone home to someone calling themselves god in another room
  • Need a conscience in each one of the elements with their own personal expected agency, and peer-to-peer behaviour
  • When someone goes bezerk in a restaurant, know that there’s something wrong
  • Cells mark neighbouring cells
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