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Item Open Access A framework for systems thinking practice(Cranfield University, 2022-09-15) Clewley, Natalie; Forsyth, Tim; Dodd, Lorraine; Hilton, JeremyThis paper provides a novel model/framework for OR practitioners to approach and engage in complex situations. Developed over many years by the Systems Thinking Practice team at Cranfield University, this framework builds upon and complements previous multi-methodology theory (Jackson, 2019; Mingers & Brocklesby, 1997) and draws from new methodological developments in philosophy of science (Blaikie & Priest, 2017). Reflective Practice lies at the heart of good systems intervention (Churchman, 1979; Dodd, 2018; Hoverstadt, 2022; Jackson, 2019). The proposed framework uses Reflective Practice as the conduit that coheres three interrelated and interdependent domains: the practitioner-academic interface; systems tools and methods; and philosophical perspectives. The intersection of these three domains highlights additional challenge areas that practitioners need to be aware of. At the intersection of Philosophy and Method is a new methodology that links the ‘whats’ and ‘hows’ (Checkland, 1999, p. 163). At the intersection of Practitioner and Method, the practitioner must balance the selection of methods in conjunction with their previous experience, skills and preference for individual tools, in such a way as to be mindful of any biases. The intersection between Practitioner and Philosophy is grounded in the lower levels of the Iceberg Model (Hall, 1976) where the practitioner should be mindful of (and potentially surface) any personal beliefs and values that may inhibit the appreciation of other perspectives. Currently, we apply this model/framework in research in Public Health, Defence and Security and Organisational Resilience; also, in teaching a new generation of systems thinking practitioners who will go on to be active members within the OR community. Going forward, our intention is to generate a set of principles to support practitioners engaging with complex situations within OR.Item Open Access "Manning the barricades" : managing organisational boundaries for effective e-learning(2009-03-04T14:04:30Z) Rossiter, D.This paper explores how the boundaries within organisations, structural and cultural, impact the take-up of an innovation, such as e-learning in a complex higher education and defence environment. In doing so, the paper examines how structure and environment act as impediments, or facilitators, to newer education and training developments and whether these factors can be mitigated against or managed. The most apparent barriers are structural. These are sanctioned forms that delineate organisational workgroups and entities. They are inextricably meshed with the policies, processes and practices that scaffold teaching and learning activity. Structural dimensions can generally be managed or guided towards a common mission, goal or endpoint. The more pervasive elements, however, are cultural and include issues pertaining to role and identity and working within a more ambiguous environment. Many human factors associated with change may be observed as overt behaviour, but often they emerge as more subtle manifestations, which are both difficult to identify and to manage in organisational settings. Strategies that rely on influence, rather than control, can be more appropriate in the latter case. The most challenging issues often occur at the boundaries of a system. Commonly these complex issues and behaviours are interpreted as problems, and much of the organisational effort is directed towards overcoming such change barriers. This paper will examine various aspects of boundary behaviour, drawing on theories and models of change, as well providing practical examples and strategies to manage these boundary transitions more effectively.Item Open Access A novel framework for identifying the threshold of trust-worthiness of Artificial Intelligence(Cranfield University, 2021-10-12) Forsyth, Tim; Kumar, Ajay; Economou, John T.Item Embargo Preliminary analysis of iron remnants from three archaeological sites in Central and Eastern Taiwan(British Institute in Eastern Africa, 2023-11-11) Lee, Chih-Ling; Liu, Ke-Hung; Chen, Yu-Pei; Erb-Satullo, Nathaniel L.During the past few decades, it has been widely believed that bloomery artifacts found in Taiwan archaeology were locally produced, while cast iron might have been exchanged from mainland China. However, the argument needs refinement as cast iron has long been the dominant ironworking technology in China. Nevertheless, bloomery smelting technology has also been adopted in peripheral regions of China, leading to the establishment of several local workshops.Item Open Access Thoughts on modelling supression (Presentation)(2017-07-18) Salt, John D.