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.
