Tag Archives: enterprise

WOW projects, TED talks, Cosmicomics and indirect reciprocity

33 finsbury squareWOW projects, TED talks, Cosmicomics and indirect reciprocity.  What do they have in common?  Well, each of them features in a new and rather different education programme that we are launching next month on the University of Liverpool’s campus at 33 Finsbury Square, London.  We are targetting mid-career engineers and scientists, working in research and development organisations, who want to develop their skills and advance their careers. I write ‘we’ because it is a joint effort by the School of Engineering at the University and the UK’s National Nuclear Laboratory.  It has been something of an adventure for me putting the modules together and we hope they will form a voyage of discovery and adventure for our delegates.

In case you are wondering about WOW projects, TED talks, Cosmicomics and indirect reciprocity – they will feature in modules on Science Leadership & Ethics, Technical Communication, Technical Writing, and Technical Reputation respectively.  These four five-credit modules plus a work-based project form the programme that leads to a Post-graduate Award.  Each module involves a day on campus in London supported by reading and assignments before and afterwards; and we are running a module per month between now and Christmas.

If you’re curious to find out more then visit our website or watch our Youtube video.

Innovation out of chaos

Picture1‘We are managing in chaos…our competition never knows what we are going to come up with next.  The fact is neither do we.’  This a quote from the 1996 UK Innovation Lecture given by William Coyne who was VP for Research at 3M at the time.  I used it a couple of months ago at a technical conference, where I was invited to be a panel member for discussion on innovation.  This state of chaos from which innovation arises is characteristic of ‘organic’ organizations that lack formal job definitions, encourage lateral interactions and greater responsibility for individuals.  Conversely, innovation is stifled in ‘mechanistic’ organizations that are characterized by specialisms, powerful functional roles, vertical management interactions, a command hierarchy and a complex organizational chart.

So, I suggested that innovation can be stimulated by removing or loosening organizational and intellectual constraints.  The latter means allowing people to think differently and not hiring people who look or think like you.  Of course, this is not easy – it requires a subtle balance of sustainable orderliness! However, as a member of the audience remarked ‘innovative organizations have fun!’.  And maybe this gets to the heart of the issue, too much order leads to boring predictability while too much disorder is scary but the right level of disorder or entropy is exciting and stimulates creativity.

Source:

Handscombe RD & Patterson EA, The Entropy Vector: Connecting Science and Business, Singapore: World Scientific Publishing, 2004.

entropy_vector

A liberal engineering education

115-1547_IMGFredrik Sjoberg points out how the lives of Darwin and Linnaeus have become models for generations of natural scientists.  Youthful travels followed by years of patient, narrowly focussed research and finally the revolutionary ideas and great books.  Very many scientists have followed the first two steps but missed out on the last one, leaving them trapped in ‘the tunnel vision of specialised research’.  As our society and its accompanying technology has become more complex, more and more tunnels or silos of specialised knowledge and research have been created.  This has led specialists to focus on solving issues that they understand best and communicating little or not at all with others in related fields.  At the same time, our society and technologies are becoming more interconnected, making it more appropriate to cross the cultural divides between specialisms.

One of the pleasures of teaching my current MOOC is the diversity of learners in terms of gender, geography and educational background who are willing to cross the cultural divides.  We have people following the MOOC in places as diverse as Iceland, Mexico, Nigeria and Syria.  We have coffee bean growers, retired humanities academics, physical chemists and social historians.  In most of the western world, engineering is taught to male-dominated classes and this has remained a stubborn constant despite strenous efforts to bring about change.  So it is a pleasure to interact with such a diverse cohort of people seeking to liberate their minds from habit and convention.

The original meaning of the term ‘liberal studies’ was studies that liberated students’ minds from habit and convention.  Recently, Vinod Khosla has suggested that we should focus on teaching our students ‘liberal sciences’.     This seems to connect with the ’emotive traits’ that David Brooks has proposed will be required for success in the future, when machines can do most of what humans do now (see my post entitled ‘Smart Machines‘ on February 26th, 2014).  These emotive traits are a voracious lust of understanding, an enthusiasm for work, the ability to grasp the gist and an empathetic sensitivity for what will attract attention.   We don’t teach much of any of these in traditional engineering degrees which is perhaps why we can’t recruit a more diverse student population.  We need to incorporate them into our degree programmes, reduce much of the esoteric brain-twisting analysis and encourage our students to grapple with concepts and their broader implications.  This would become a liberal engineering education.

Sources:

Fredrik Sjoberg, The Fly Trap, Penguin Books, 2015

Asish Ghosh, Dynamic Systems for Everyone: Understanding How Our World Works, Springer, 2015

Vinod Khosla, Is majoring in liberal arts a mistake for students? Medium, February 10th, 2016

David Brooks, What machines can’t do, New York Times, February 3rd, 2014

 

 

Greed overwhelms ethics

My car but not my house!

My car but not my house!

The scandal about Volkswagen emissions has already caused journalists and others to wring their hands or to preach sermons, or both, about the ethical standards of the engineering profession, see for example the Editor’s blog in Professional Engineer where he reminds us that professional engineers should conduct their professional work and relationships with “integrity and objectivity and with due regard for the welfare of the people, the organisations and the environment with which they interact”. The quotation is from the Royal Charter of the Institution of Mechanical Engineers. Fine words written to induce good intentions that rarely survive in the face of greed or simply the need to keep your job so that you can feed and house your family.

In my view, the emissions scandal seems to have parallels with the banking scandals of the past decade, in which corporate greed has trampled over ethics and morals in the pursuit of ever larger profits while government regulators through incompetence or acquiescence have allowed it to continue. Volkswagen were wrong to design a device to cheat the Government emission tests, but Government regulators were naive to design a test in which it was so easy to cheat. Senior executives at Volkswagen have blamed their employees following other recent examples.  These company leaders were paid gigantic salaries to provide both leadership and management and, in my opinion, they have failed in both by blaming the people they are supposed to be leading and by allowing the scandals to happen in the first place.

The evidence would suggest that we can trust neither corporations nor governments to take care of the environment. One solution is for all vehicles to provide real-time information on the dashboard about NOX and Carbon emissions as well fuel consumption then we can make our own choices. When I moved to the US more than a decade ago, I was surprised to find that fuel consumption data was not available on the dashboard of most cars as it was already commonplace in Europe. Perhaps its presence was a factor in the development of fuel efficient cars in Europe although clearly higher fuel prices play a large role.  However, in the absence of a tax on emissions, real-time emission data on the dashboard would motivate engineering ingenuity to compete to produce lower emission designs instead of wasting creativity on cheating in useless Government tests.

Here are some of facts to support my statements above about large profits and gigantic salaries:

Volkswagen profits rose 21% in 2014 to more than $12billion on an annual turnover of $230 billion which is comparable to the GDP of Portugal.

The CEO of Volkswagen was paid almost $18million per year which is about 250 times the average salary of a Volkswagen engineer.

Sources:

Hibbert, L., Editor’s comment: October 2015 The Volkswagen emissions testing scandal has put the issue of professional ethics in the spotlight, Professional Engineer, October 07, 2015.

Wall Street Journal, Feb 27th, 2015

Volkswagen AG Annual Report 2014

World Bank Data Bank

Reuters, March 12th, 2012

glassdoor.com