LEADER 05983nam 2200673Ia 450 001 9910437910203321 005 20200520144314.0 010 $a1-299-40779-X 010 $a94-007-5515-5 024 7 $a10.1007/978-94-007-5515-4 035 $a(CKB)2670000000338249 035 $a(EBL)1083578 035 $a(OCoLC)828794554 035 $a(SSID)ssj0000879250 035 $a(PQKBManifestationID)11476056 035 $a(PQKBTitleCode)TC0000879250 035 $a(PQKBWorkID)10851718 035 $a(PQKB)11690908 035 $a(DE-He213)978-94-007-5515-4 035 $a(MiAaPQ)EBC1083578 035 $a(PPN)168341123 035 $a(EXLCZ)992670000000338249 100 $a20130217d2013 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt 182 $cc 183 $acr 200 00$aManaging and engineering in complex situations /$fSamuel F. Kovacic, Andres Sousa-Poza, editors 205 $a1st ed. 2013. 210 $aDordrecht $cSpringer$d2013 215 $a1 online resource (261 p.) 225 1 $aTopics in safety, risk, reliability and quality,$x1566-0443 ;$v21 300 $aDescription based upon print version of record. 300 $aGOBI 320 $aIncludes bibliographical references. 327 $aManaging and Engineering in Complex Situations; Contents; Chapter 1: Introduction and Overview; 1.1 Purpose of the Book; 1.1.1 Setting the Stage: Introducing Wicked Problems; 1.1.2 Setting the Stage: Importance of Understanding Wicked Problems; 1.1.3 Background of the Included Work: The MECS Forum; 1.1.4 Intended Audience; 1.2 Overview of the Book; 1.2.1 Part I: Theory of Complex Situations and Wicked Problems; 1.2.2 Part II: Organization, Management and Engineering in Wicked Problems; 1.2.3 Part III: Cases and Approaches Related to Wicked Problems; References 327 $aPart I: Theory on Wicked Problems and Complex SituationsChapter 2: A Narrative of [Complex] Situations and Situations Theory; 2.1 Introduction; 2.1.1 In Breve; 2.1.2 Background of the Problem; 2.1.3 The Problem; 2.1.4 Need for a New Approach; 2.1.5 Overview of the Paper; 2.2 What Are [Complex] Situations?; 2.2.1 On Situations and Wicked Problems; 2.2.2 On Situations and Systems; 2.2.3 Research of Situations: A Segue to Situations Theory; 2.3 An Overview of Situations Theory; 2.3.1 Purpose of Situations Theory; 2.3.2 Representations of Reality - RDP Model; 2.3.3 Sense-Making 327 $a2.3.4 The Participant-Observer Dyad2.3.5 The Syncretic Imperative: Paradoxical Coexistence; 2.3.6 Situations Theory View of Knowledge, Understanding and Situations; 2.3.7 The Situational Construct Model; 2.3.8 The Environment; 2.3.9 Fundamental Constructs of the Environment; 2.3.10 The Environment - Temporal Integrity; 2.3.11 The Environment - Spatial Integrity; 2.4 Research Methodological Considerations in Evolving ST; 2.5 The Research Environment; 2.6 Research Agenda; 2.6.1 Micro Situations; 2.6.2 Macro Situations; 2.7 Imperative of Situations Theory: The Call to Heretics; References 327 $aChapter 3: PRISM - A Philosophical Foundation for Complex Situations3.1 Complexity and Understanding; 3.2 Philosophical Foundations; 3.2.1 Epistemology; 3.2.2 Ontology; 3.2.3 Axiology; 3.2.4 Methodology; 3.3 The PRISM Philosophical Foundation; 3.3.1 Ontology; 3.3.2 Epistemology; 3.3.3 Knowledge and Understanding; 3.3.4 Shared Domains of Awareness; 3.3.5 Axiology; 3.3.6 Methodology; 3.3.7 Reconciliation with Canons; 3.3.8 Methods and Methodology; 3.4 Conclusion; References; Chapter 4: Understanding and Complex Situations; 4.1 Introduction; 4.2 Complex Situations 327 $a4.3 Complex Situations Redefined4.3.1 Situational Reducibility/Irreducibility; 4.3.2 Situational Transience/Intransience; 4.3.3 Situational Understandability; 4.4 Non-monotonic Synopsis; 4.4.1 The NS Index and Fuzzy Logic: Towards a Fuzzy Expert System; 4.5 Future Work and Conclusions; 4.6 Some Thoughts; 4.6.1 Again, What Is Complex Situations?; 4.6.2 Understanding and Problem Situations; 4.6.3 Understanding and Complex Situations; 4.7 Final Remarks; References; Chapter 5: The Gestalt Imperative: A Proposition for Understanding; 5.1 Introduction; 5.2 The Basis for a Gestalt Imperative 327 $a5.3 Complex[ity] 330 $aWith so many terms available to define the same thing, it would seem nearly irresponsible to introduce yet another term (complex situation) to describe a phenomenological state of such as a system. However, a complex situation infers both a broader meaning and imposes a different perspective. Complex in this context is dependent on understanding and reality rather than observer and knowledge.   Situation imposes a gestalt that cannot be characterized within a singular perspective that relegates paradox to a superior/subordinate hierarchy. This also infers that complex situation has no monotonic definition or each definition is by default incomplete. Therefore the perennial derivations for systems such as complex systems, system of systems, federation of systems is no longer a sufficient descriptor for complex situation.  Ergo system and its genealogy lack the constitution to define complex situations. The books' intent is to explore this pathology through a series of papers written by authors that work in complex situations and have dealt with the limitations of the status quo: systems. 410 0$aTopics in safety, reliability, and quality ;$v21. 606 $aComputational complexity 606 $aRisk management$xMathematical models 615 0$aComputational complexity. 615 0$aRisk management$xMathematical models. 676 $a620.001171 686 $a65$2z 701 $aKovacic$b Samuel F$01751859 701 $aSousa-Poza$b Andres$01751860 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910437910203321 996 $aManaging and engineering in complex situations$94186988 997 $aUNINA