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2.4.3 Extreme Leadership for Systems Engineers
Author(s) -
Fossnes Terje
Publication year - 2005
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2005.tb00675.x
Subject(s) - session (web analytics) , tragedy (event) , human systems engineering , computer science , engineering management , engineering ethics , operations research , engineering , psychology , world wide web , artificial intelligence , psychiatry
There have been numerous attempts to identify and analyze the multiple factors that contributed to the “tragedy” on Mt. Everest in May 1996. As the leader of a challenging project some years ago, I recognized many of the same human behavioral patterns between my project and Mt. Everest events. This paper presents my observations as well as a mapping of how Project Management / Leadership (PM), Systems Engineering (SE) and Supportability/Integrated Logistics Support (ILS) are integrated for each of the 2 systems respectively, and how these complex systems and human behaviour mutually influence each other. In my experience, Systems Engineers leading a project share many of the challenges of a leader taking a group of mountaineers to the top of Mt. Everest – and visa versa. In my capacity as Technical Program Chair of INCOSE 2004 in Toulouse France, I was privileged to organize and conduct the special session called “Management under Extreme Conditions“. This paper is a continuation of the dialogue begun in that session.