The forthcoming COP26 conference in Glasgow is generating much discussion about ambitions to achieve net zero carbon emissions. These ambitions tend to be articulated by national governments or corporate leaders and there is less attention paid to the details of achieving zero emissions at the mundane level of everyday life. For instance, how to recharge an electric car if you live in an apartment building or a terraced house without a designated parking space. About six years ago, I supervised an undergraduate engineering student who designed an induction pad integrated into a kerbstone for an electric vehicle. The kerbstone looked the same as a conventional one, which it could replace, but was connected to the mains electricity supply under the pavement. A primary coil was integrated into the kerbstone and a secondary coil was incorporated into the side skirt of the vehicle, which could be lowered towards the kerbstone when the vehicle was parked. The energy transferred from the primary coil in the kerbstone to the secondary coil in the vehicle via a magnetic field that conformed to radiation safety limits for household appliances. Payment for charging was via a passive RFID card that connected to an app on your mobile phone. The student presented her design at the Future Powertrain Conference (FCP 2015) where her poster won first prize and we discussed spinning out a company to develop, manufacture and market the design. However, a blue-chip engineering company offered the student a good job and we decided that the design was probably ahead of its time so it has remained on the drawing board. Our technopy, or technology entropy was too high, we were ahead of the rate of change in the marketplace and launching a new product in these conditions can be disastrous. Maybe the market is catching up with our design?
You might have wondered why I used ‘entropy’, and ‘psychological entropy’ in particular, as examples in my post on drowning in information a couple of weeks ago [‘We are drowning in information while starving for wisdom‘ on January 20th, 2021]. It was not random. I spent some of the Christmas break catching up on my reading pile of interesting looking scientific papers and one on psychological entropy stimulated my thinking. Psychological entropy is the concept that our brains are self-organising systems in a continual dialogue with the environment which leads to the emergence of a relatively small number of stable low-entropy states. These states could be considered to be assemblies of neurons or patterns of thoughts, perhaps a mindset. When we are presented with a new situation or problem to solve for which the current assembly or mindset is unsuitable then we start to generate new ideas by generating more and different assemblies of neurons in our brains. Our responses become unpredictable as the level of entropy in our minds increases until we identify a new approach that deals effectively with the new situation and we add it to our list of available low-entropy stable states. If the external environment is constantly changing then our brains are likely to be constantly churning through high entropy states which leads to anxiety and psychological stress. Effective leaders can help us cope with changing environments by providing us with a narrative that our brains can use as a blueprint for developing the appropriate low-entropy state. Raising psychological entropy by the right amount is conducive to creativity in the arts, science and leadership but too much leads to mental breakdown.
Leadership is about inspiring people; whereas, management is about organising tasks and resources. In a organisational context, strategic leadership is about persuading people to move voluntarily, and together, in a direction that benefits the organisation; while, management is about dealing with the complexity of planning and processes. The boundary between leadership and management is often blurred; though in my experience, people more frequently believe that they are leading when, in reality, they are managing. Perhaps, this is because they want to make a difference; but, for most of us, leadership is really hard and requires courage. The courage to be different. To be selfless. The courage to do what is right and not just what is easy.
It is easier to get involved in the detail of making things happen, of telling people how to do things; but that’s management and not leadership. Leadership is about letting go and trusting others to make the right decisions on the details – having the courage to delegate. There’s something about entropy in there and not over constraining the system, or under constaining it; but, now I ‘ve got to the entropy vector and that’s a whole different story.
“In the quantum theory of gravity, time becomes the fourth dimension to add to the three dimensions of space (x, y, z or length, width and height), and Stephen Hawking has suggested that we consider it analogous to a sphere. Developing this analogy, we imagine time to be like a flea running around on the surface of a ping-pong ball. A continuous journey, without a beginning or an end. The ‘big bang’, frequently discussed as the beginning of everything, and the ‘big crunch’, proposed by physicists as how things will end, would be the north and south poles of the sphere. The Universe would simply exist. The radius of circles of constant distance from the poles (what we might call lines of latitude) would represent the size of the Universe. Quantum theory also requires the existence of many possible time histories of which we inhabit one. Different lines of longitude can represent these histories.
If you are not already lost (the analogy does not include a useful compass) then physicists would give you a final spin by dropping in the concept of imaginary time! Maybe it is time for the flea to jump off the ping-pong ball, but before it does, we can appreciate that it might move in one direction and then retrace its steps (or its hops if you wish to be pedantic). The flea can travel backwards because in this concept of the Universe, time has the same properties as the other dimensions of length, height and width and so it has backwards as well as forwards directions.”
This is an extract from a book called ‘The Entropy Vector: Connecting Science and Business‘ that I wrote sometime ago with Bob Handscombe. I have reproduced it here in response to questions from a number of learners in my current MOOC. The questions were initially about whether the first law of thermodynamics has implications for the universe as a closed system (i.e. one that can exchange energy but not matter with its surroundings) or as an isolated system (i.e. one that can exchange neither energy not matter with its surroundings). These questions revolve around our understanding of the universe, which I have taken to be everything in the time and space domain, and the first law implies that the energy content of the universe is constant. The expansion of the universe implies that the average energy density of the universe is getting lower, though it is not uniformly otherwise we would have reached the ‘cosmic heat death’ that I have discussed before. However, this discussion in the MOOC led to questions about what happened to the first law of thermodynamics prior to the Big Bang, which I deflected as being beyond the scope of a MOOC on Energy! Thermodynamics in Everyday Life. However, I think it deserves an answer, which is why reproduced the extract above.