Tag Archives: up-skilling

Making engineering work for society

Last week I attended a one-day workshop for PhD students sponsored by Airbus.  Most of the students produced a poster describing their research; and a dozen brave ones gave a three-minute presentation on their PhD thesis.  It’s a challenge to describe three years of research in three minutes to an audience that are not experts in your specialist field.  However, the result was an exciting and stimulating morning covering subjects as diverse as multidisciplinary design optimization and cognitive sources of ethical behaviour in business.  The latter was presented by Solenne Avet who was the only woman amongst the twelve three-minute thesis presenters.  The gender diversity was better for the other, longer talks with two women out of six presenters.  Interestingly, the female PhD students were the only ones tackling the interaction between engineering and human behaviour, including system-human communication, collective engineering work and innovation processes, which I have suggested is essential for viable engineering solutions to our global and societal challenges [see my post ‘Re-engineering engineering’ on August 30th, 2017].  This population sample is too small to make a reliable generalization; however, it suggests that a gender-balanced engineering profession would be more likely to succeed in making substantial contributions to our current challenges [see UN Global Issues Overview].

Image from https://members.architecture.com/custom/bespoke/directory/view_images.asp?id=257460&type=O&dir=1&CaseRef=140776&imgName=43535_100017586_1.jpg

Clueless on leadership style

Sunset from Peppercombe beachStrategic leadership is widely defined as the ability to influence others to voluntarily make decisions that enhance the prospects of the organisation’s success.  In learning and teaching, you could substitute or supplement organisation’s success with the students’ success.   I believe that this is achieved by creating an environment in which your colleagues can thrive and contribute; so, I see leadership of an academic community as being primarily a service involving the creation and maintenance of a culture of scholarship and excellence.

I have led academic departments on both sides of the Atlantic, university-industrial research programmes and various other organisations and initiatives.  However, the standard interview question about my leadership style still tends to stump me – I struggle to identify a consistent approach to my leadership and I am nervous that too much analysis could undermine my ability to lead.  However, by chance, I recently came across Daniel Goleman’s work.  His research has shown that the use of a collection of leadership styles (he identifies six styles), each at the right time and in the right amount, produces the most effective outcomes.  In other words, effective leadership is about being pragmatic and adjusting your approach to suit the circumstances. What’s more, Goleman found that most successful business leaders who followed this pragmatic approach had no idea how they selected the right style for the right time.

Goleman’s work implies that you do not have to conform to one leadership model.  Instead, you can roam across a number of leadership styles and select the right one, for the right situation and use it in just the right amount.  It sounds straightforward but this flexibility is tough to put into action.  Of course, that’s not easy to teach because most of us don’t know how or why we make those decisions but it is related to emotional intelligence and leadership competencies, which we do know how to teach.

Bibliography:

Goleman D, Boyatzis R & McKee, The new leaders: transforming the art of leadership into the science of results, London: Sphere, 2002.

Goleman D, Leadership that get results, Harvard Business Review, 78(2):4-17, 2000.

 

Technology leadership

zennor head

Some of us have followed compassionate, courageous, transformative leaders and some of us aspire to be this type of leader.  Good leadership results in teams to which people want to belong and can transform an organization.  However, good leaders are remarkably rare, at least in science and engineering.  Is that because leaders are born rather than created?  This is part of the nature versus nurture debate and recent research, reported in Nature Genetics, suggests that the influence of genetics and environment on human traits is pretty much equal, based on a fifty-year study of 1.4 million twin pairs.  This implies that there is opportunity to nurture leaders and as individuals to hone our leadership skills, which is something I have working on recently.

Over the past fifteen months I have been working, with colleagues from one of the UK’s national laboratories, on developing a set of new courses to support aspiring leaders in research and development organizations.  Last semester we offered these courses as credit-bearing continuous professional development (CPD) for the national lab’s employees.  You can enroll on the next offering of the courses next semester if you can get to London one day each month from March to June [sciencetechnologyleadership.wordpress.com].  If you joined us then you would be involved in discussions about: gathering, using and presenting evidence; marrying detailed evidence with a ‘big picture’ perspective; communicating using concise narratives; thinking ‘just’ out-of-the box and challenging the norm; as well as personal integrity and doing the right thing.  To stimulate these discussions, we’ll ask you to read books such as ‘The Five Dysfunctions of a Team‘  by Patrick Lencioni, ‘The Complete Cosmicomics‘ by Italo Calvino and ‘We Are All Stardust‘ by Stefan Klein.  You will have noticed the influence of the last two books in posts on this blog during 2016 and you can expect a few more in 2017!

Engineers and scientists need to work in teams nowadays and someone needs to lead these teams; however our education as scientists and engineers tends to focus on management without examining the skills associated with successful leadership.  Management is about organising resources and tasks whereas leadership is about inspiring and motivating people.  The analytical skills honed by a technical education equip us well to perform management tasks but prepare us poorly for leadership roles in which nothing is well-defined or easily described.

Sources:

Polderman TJC, Benyamin B, de Leeuw CA, Sullivan PF, van Bochoven A, Visscher PM, Posthuma D, Meta-analysis of the heritability of human traits based on fifty years of twin studies, Nature Genetics, 47: 702–709 (2015).

Patrick Lencioni, The five dysfunctions of a team, Lafayette, CA: Table Group Inc.,

Italo Calvino, The Complete Cosmicomics, London: Penguin Books, 2002.

Stefan Klein, We are all stardust, London: Scribe, 2015.

 

Traditionalist tendencies revealed

Thank you for the supportive comments in response to my post on January 4th about to blog or not to blog [see ‘A tiny contribution to culture?‘].  They dispelled any lingering doubts about continuing to write every week.  When I first started writing this blog, I didn’t have an editor.  Then, for a while an English literature graduate, who I know well, acted as my editor.  He didn’t run off with the butler but his enthusiasm waned and I am very grateful to my current editor, who ensures that my narrative threads are not severed or [too] tangled and my sentences are complete.

Feedback is a tricky thing because often it only comes from a small but vocal minority; so, how much notice should one take of it?  We live in a world where the ‘customer’ is always right and a response to feedback is often an expectation.  I felt some pressure to respond to last week’s comments and they were positive – it becomes almost an imperative when the comments are negative, even when expressed by a tiny minority of ‘customers’.  This might be appropriate if you are running a hotel or an automotive service department but seems inappropriate in other settings, such as education.  Engineering students need to develop creative problem-solving skills and research shows that students tend to jump into algebraic manipulation whereas experts experiment to find the best approach.  This means that engineering students need to become comfortable with the slow and uncertain process of creating representations and exploring the space of possibilities, which is achieved through extensive practice, according to Martin and Schwartz. Not surprisingly, most students find this difficult but are uncomplaining; however, for some it is not to their liking and they provide, often vocal, feedback along these lines.  This is fine and to be expected.  However, in the post-truth world of higher education, many administrators and governments appear to value the views of these vocal students more highly than the experts delivering the education – at least so it seems much of the time.

I am not suggesting that we shouldn’t evaluate the quality of educational provision but perhaps it would be more appropriate to ask our students after they have had the opportunity to experience the impact of their education on their post-university life as well as considering the impact of our students on society.  Of course, this would be much more difficult for administrators than collating a set of on-line questionnaires each term.  However, it would have a longer time constant which would be more conducive to evolutionary rather than revolutionary changes in curricula and pedagogy.  Now I sound like a traditionalist when I have been trying so hard to be a post-modernist!

References

Martin L & Schwartz DL, A pragmatic perspective on visual representation and creative thinking, Visual Studies, 29(1):80-93, 2014.

Martin L & Schwartz DL, Prospective adaptation in the use of external representations, Cognition and Instruction, 27(4):370-400, 2009.