This book comprises a set of stories about being an engineer for many decades and the lessons the author learned from research and practice. These lessons focus on people and organizations, often enabled by technology. The settings range from airplanes, power plants, and communication networks to ecosystems that enable education, healthcare, and transportation. All of these settings are laced with behavioral and social phenomena that need to be understood and influenced.
The author's work in these domains has often led to the question: "Well, why does it work like that?" He invariably sought to understand the bigger picture to find the sources of requirements, constraints, norms, and values. He wanted to understand what could be changed, albeit often with much effort to overcome resistance.
He found that higher levels of an ecosystem often provide the resources and dictate the constraints imposed on lower levels. These prescriptions are not just commands. They also reflect values and cultural norms. Thus, the answers to the question were not just technical and economic. Often, the answers reflected eons of social and political priorities. The endeavors related in the book frequently involved addressing emerging realities rather than just the status quo. This book is an ongoing discovery of these bigger pictures.
The stories and the lessons related in this book provide useful perspectives on change. The understanding of people and organizations that emerges from these lessons can help to enable transformative change. Fundamental change is an intensely human-centric endeavor, not just for the people and organizations aspiring to change, but also for the people helping them. You will meet many of these people in this book as the stories unfold.
The genesis of this book originated in a decision made early in the author's career. He had developed a habit of asking at the end of each day, "What did I really accomplish today?" This was sometimes frustrating as he was not sure the day had yielded any significant accomplishments. One day it dawned on him that this was the wrong question - He needed to ask, "What did I learn today?" It is always possible to learn, most recently about public health and climate change.
In planning this book, the author first thought in terms of accomplishments such as projects conducted, systems built, and articles and books published. He could not imagine this being interesting to readers. Then, it struck him - It is much more interesting to report on what he learned about people and organizations, including how he helped them accomplish their goals. This is a book of stories about how these lessons emerged.
In planning this book, the author first thought in terms of accomplishments such as projects conducted, systems built, and articles and books published. He could not imagine this being interesting to readers. Then, it struck him - It is much more interesting to report on what he learned about people and organizations, including how he helped them accomplish their goals. This is a book of stories about how these lessons emerged.
