Pub Date : 2017-09-08DOI: 10.1061/(ASCE)1532-6748(2001)1:1(21)
Gary Klein
Anyone who watches the television news has seen images of firefighters rescuing people from burning buildings and paramedics treating bombing victims. How do these individuals make the split-second decisions that save lives? Most studies of decision making, based on artificial tasks assigned in laboratory settings, view people as biased and unskilled. Gary Klein is one of the developers of the naturalistic decision-making approach, which views people as inherently skilled and experienced. Since 1985, Klein has conducted fieldwork to find out how people tackle challenges in difficult, nonroutine situations. Sources of Power is based on observations of humans acting under such real-life constraints as time pressure, high stakes, personal responsibility, and shifting conditions. In addition to providing information that can be used by professionals in management, psychology, engineering, and other fields, the book presents an overview of the research approach of naturalistic decision making and expands our knowledge of the strengths people bring to difficult tasks.
{"title":"Sources of Power: How People Make Decisions","authors":"Gary Klein","doi":"10.1061/(ASCE)1532-6748(2001)1:1(21)","DOIUrl":"https://doi.org/10.1061/(ASCE)1532-6748(2001)1:1(21)","url":null,"abstract":"Anyone who watches the television news has seen images of firefighters rescuing people from burning buildings and paramedics treating bombing victims. How do these individuals make the split-second decisions that save lives? Most studies of decision making, based on artificial tasks assigned in laboratory settings, view people as biased and unskilled. Gary Klein is one of the developers of the naturalistic decision-making approach, which views people as inherently skilled and experienced. Since 1985, Klein has conducted fieldwork to find out how people tackle challenges in difficult, nonroutine situations. Sources of Power is based on observations of humans acting under such real-life constraints as time pressure, high stakes, personal responsibility, and shifting conditions. In addition to providing information that can be used by professionals in management, psychology, engineering, and other fields, the book presents an overview of the research approach of naturalistic decision making and expands our knowledge of the strengths people bring to difficult tasks.","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128719793","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-01DOI: 10.1061/(ASCE)LM.1943-5630.0000251
W. Hayden
{"title":"How Many Oceans Do We Have","authors":"W. Hayden","doi":"10.1061/(ASCE)LM.1943-5630.0000251","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000251","url":null,"abstract":"","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134163720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-01DOI: 10.1061/(ASCE)LM.1943-5630.0000231
R. Pence, Cindy Milrany
AbstractThe civil engineering profession has long recognized the need for engineers at all levels to enhance their technical expertise with business, leadership, and management capabilities. During its 17-year journey to strengthen the organization, Freese and Nichols found the Baldrige Performance Excellence Criteria to be the most effective guide for building leadership and management skills that deliver planned, sustainable business success. To help educate other engineering firms about the benefits of adopting performance excellence strategies, this article describes the impact of strategic planning and leadership development in building a foundation for organizational success.
{"title":"Building a Foundation for Success: Performance Excellence Journey","authors":"R. Pence, Cindy Milrany","doi":"10.1061/(ASCE)LM.1943-5630.0000231","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000231","url":null,"abstract":"AbstractThe civil engineering profession has long recognized the need for engineers at all levels to enhance their technical expertise with business, leadership, and management capabilities. During its 17-year journey to strengthen the organization, Freese and Nichols found the Baldrige Performance Excellence Criteria to be the most effective guide for building leadership and management skills that deliver planned, sustainable business success. To help educate other engineering firms about the benefits of adopting performance excellence strategies, this article describes the impact of strategic planning and leadership development in building a foundation for organizational success.","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"162 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127306756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-01DOI: 10.1061/(ASCE)LM.1943-5630.0000246
S. Swift, M. Nodine
Junior engineers often enter their careers thinking that they have learned all the academic concepts they need to be successful in their field. However, once they begin working, they are asked to perform tasks that they only vaguely remember from class, to use computer programs that they have never heard of, and to perform calculations that they have no idea how to begin. The truth is that undergraduate and even graduate coursework provides engineers with only the basic structure for knowledge that they will develop during the course of their careers. Well-rounded and successful engineers need to approach their careers with an open mind and expect to learn new skills on the job, often under the pressure of impending deadlines and demanding clients. The willingness to learn, be flexible, and perform tasks that one is not familiar with is invaluable in the workplace, and it can open doors that take a career in new and exciting directions. The knowledge associated with experience and perseverance is far greater than that gleaned from textbooks, although developing that knowledge requires two characteristics that are not taught in engineering curriculum: patience and flexibility.
{"title":"Skills That Matter: The Reality and Importance of Learning on the Job","authors":"S. Swift, M. Nodine","doi":"10.1061/(ASCE)LM.1943-5630.0000246","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000246","url":null,"abstract":"Junior engineers often enter their careers thinking that they have learned all the academic concepts they need to be successful in their field. However, once they begin working, they are asked to perform tasks that they only vaguely remember from class, to use computer programs that they have never heard of, and to perform calculations that they have no idea how to begin. The truth is that undergraduate and even graduate coursework provides engineers with only the basic structure for knowledge that they will develop during the course of their careers. Well-rounded and successful engineers need to approach their careers with an open mind and expect to learn new skills on the job, often under the pressure of impending deadlines and demanding clients. The willingness to learn, be flexible, and perform tasks that one is not familiar with is invaluable in the workplace, and it can open doors that take a career in new and exciting directions. The knowledge associated with experience and perseverance is far greater than that gleaned from textbooks, although developing that knowledge requires two characteristics that are not taught in engineering curriculum: patience and flexibility.","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"94 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125330860","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-01DOI: 10.1061/(ASCE)LM.1943-5630.0000237
F. Griggs
AbstractMost people would agree that a good leader of the 21st century must first be a person of character and integrity. Too often, however, many do not follow through on the need of a leader to be a good citizen or realize that he or she practices in a profession that is ethically bound to promote the health, safety, and welfare of the public. One of the greatest speeches ever given on this subject, in the eyes of the author, is one delivered by Theodore Roosevelt at the Sorbonne in 1910 titled “Citizenship in a Republic.” This paper takes the words Roosevelt spoke in the early twentieth century and shows how they apply in the early 21st century. The civil engineer can learn from them.
{"title":"Citizenship, Character, and Leadership: Guidance from the Words of Theodore Roosevelt","authors":"F. Griggs","doi":"10.1061/(ASCE)LM.1943-5630.0000237","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000237","url":null,"abstract":"AbstractMost people would agree that a good leader of the 21st century must first be a person of character and integrity. Too often, however, many do not follow through on the need of a leader to be a good citizen or realize that he or she practices in a profession that is ethically bound to promote the health, safety, and welfare of the public. One of the greatest speeches ever given on this subject, in the eyes of the author, is one delivered by Theodore Roosevelt at the Sorbonne in 1910 titled “Citizenship in a Republic.” This paper takes the words Roosevelt spoke in the early twentieth century and shows how they apply in the early 21st century. The civil engineer can learn from them.","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132119190","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-01DOI: 10.1061/(ASCE)LM.1943-5630.0000249
S. Starrett
{"title":"In Pursuit of Profit","authors":"S. Starrett","doi":"10.1061/(ASCE)LM.1943-5630.0000249","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000249","url":null,"abstract":"","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125969713","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-09-16DOI: 10.1061/(ASCE)LM.1943-5630.0000248
Allan F. Samuels, J. Young
AbstractAs designers, engineers provide the basis for the life-cycle quality of constructed facilities and serve as uniquely qualified master builders. For effective performance among the life-cycle stages, it is necessary to design quality-management systems or programs to be accomplished through specifications or special conditions. Materials engineers working on highways have developed objective programs that serve as examples and templates for the development of quality-management specifications. Programs being developed in workmanship expand the engineer’s ability to cover most quality issues and to establish general design practices. Similar programs are emerging in buildings. True values of conformance and performance must be determined through independent data programs. Independent data allow the engineer to serve the owner by connecting all life-cycle stages and optimizing performance among them. This paper demonstrates five material-testing and two workmanship-inspection programs that run indepe...
{"title":"Independent Data for Quality-Management Design","authors":"Allan F. Samuels, J. Young","doi":"10.1061/(ASCE)LM.1943-5630.0000248","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000248","url":null,"abstract":"AbstractAs designers, engineers provide the basis for the life-cycle quality of constructed facilities and serve as uniquely qualified master builders. For effective performance among the life-cycle stages, it is necessary to design quality-management systems or programs to be accomplished through specifications or special conditions. Materials engineers working on highways have developed objective programs that serve as examples and templates for the development of quality-management specifications. Programs being developed in workmanship expand the engineer’s ability to cover most quality issues and to establish general design practices. Similar programs are emerging in buildings. True values of conformance and performance must be determined through independent data programs. Independent data allow the engineer to serve the owner by connecting all life-cycle stages and optimizing performance among them. This paper demonstrates five material-testing and two workmanship-inspection programs that run indepe...","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125583516","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-09-16DOI: 10.1061/(ASCE)LM.1943-5630.0000243
S. Walesh
{"title":"Show-and-Tell Interviewing","authors":"S. Walesh","doi":"10.1061/(ASCE)LM.1943-5630.0000243","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000243","url":null,"abstract":"","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115434159","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-09-16DOI: 10.1061/(ASCE)LM.1943-5630.0000230
B. Brenner
{"title":"The Short List","authors":"B. Brenner","doi":"10.1061/(ASCE)LM.1943-5630.0000230","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000230","url":null,"abstract":"","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125688758","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-09-16DOI: 10.1061/(ASCE)LM.1943-5630.0000229
Christopher Lidh
AbstractCommon effective management practices are found among successful organizations. Among those practices are establishing well-defined values and goals and working to make employees accept those values as their own; knowing the organization’s clients and working to find and keep those clients satisfied; developing and supporting employees; and communicating clearly. This article discusses these four common practices and how they have helped well-known organizations succeed.
{"title":"Basic Traits of Effective Management","authors":"Christopher Lidh","doi":"10.1061/(ASCE)LM.1943-5630.0000229","DOIUrl":"https://doi.org/10.1061/(ASCE)LM.1943-5630.0000229","url":null,"abstract":"AbstractCommon effective management practices are found among successful organizations. Among those practices are establishing well-defined values and goals and working to make employees accept those values as their own; knowing the organization’s clients and working to find and keep those clients satisfied; developing and supporting employees; and communicating clearly. This article discusses these four common practices and how they have helped well-known organizations succeed.","PeriodicalId":248732,"journal":{"name":"Leadership and Management in Engineering","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134588707","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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