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1. Toward adaptive infrastructure: the Fifth Discipline

   https://doi.org/10.1080/23789689.2020.1762045  

   Chester, Mikhail V.; Allenby, Braden (January 2020, Sustainable and Resilient Infrastructure)

   Modern infrastructure have been a relatively stable force for decades, ensuring that basic and critical services are met, without significantly changing their core designs or management principles. At the dawn of the Anthropocene it appears that accelerating and increasingly uncertain conditions are poised to result in a paradigm shift for infrastructure, where the environments in which they operate are changing faster than the systems themselves. New approaches are needed in the education, governance, and physical structures that constitute infrastructure systems that can respond in pace. Principles of agility and flexibility appear well suited to help guide how we transform the management and design of infrastructure. In changing how we approach infrastructure we will need to respond to increasingly wicked challenges. Infrastructure must become a Fifth Discipline, focused on learning about the rapidly changing environments and demands in which they operate, and agility and flexibility in both governance and technology reconfiguration. KEYWORDS: Infrastructure, Anthropocene, agility and flexibility, adaptive, resilience 

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2. Barriers to Discipline: Cultural and Organizational Constraints

   Chiarello, Elizabeth A (March 2021, Annual Health Law Symposium, Saint Louis University School of Law)

   Medical boards are responsible for disciplining physicians who inflict egregious harm on their patients, yet they often fail to do so. This Article develops a cultural and organizational framework for explaining why boards so often fail to discipline physicians. The framework highlights three types of barriers that impede board action: 1) input barriers that prevent hospitals and clinics from reporting harm to boards; 2) processing barriers that prevent boards from taking sufficient action against physicians who do harm; and 3) output barriers that prevent boards from sharing information about physicians who do harm with other disciplinary agencies like other medical boards and law enforcement. The Article demonstrates how the interplay between these barriers reduces the likelihood that boards will discipline physicians who harm patients and also shows how boards behave like other kinds of organizations in similar situations. The Article concludes with a set of solutions to overcoming each type of barrier and explains why an organizational and cultural perspective is essential for identifying gaps between boards’ stated goals and their actions as well as for developing effective solutions. 

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3. Uniform Strong Normalization for Multi-discipline Calculi

   https://doi.org/10.1007/978-3-319-99840-4_12  

   Downen P., Johnson-Freyd P. (January 2018, Rewriting Logic and Its Applications. WRLA 2018.)

   Modern programming languages have effects and mix multiple calling conventions, and their core calculi should too. We characterize calling conventions by their “substitution discipline” that says what variables stand for, and design calculi for mixing disciplines in a single program. Building on variations of the reducibility candidates method, including biorthogonality and symmetric candidates which are both specialized for one discipline, we develop a single uniform framework for strong normalization encompassing call-by-name, call-by-value, call-by-need, call-by-push-value, non-deterministic disciplines, and any others satisfying some simple criteria. We explicate commonalities of previous methods and show they are special cases of the uniform framework and they extend to multi-discipline programs. 

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4. Barriers to Discipline: Cultural and Organizational Constraints

   Chiarello, Elizabeth (October 2022, American Society for Bioethics and Humanities)
5. Market Discipline in the Direct Lending Space

   https://doi.org/10.1093/rfs/hhad081  

   Davydiuk, Tetiana; Marchuk, Tatyana; Rosen, Samuel; Matvos, ed., Gregor (October 2023, The Review of Financial Studies)

   Abstract Using the exclusion of business development companies (BDCs) from stock indexes, this paper studies the effectiveness of market discipline in the direct lending space. Amid share sell-offs by institutional investors, a drop in BDCs’ valuations limits their ability to raise new equity capital. Following this funding shock, BDCs do not adjust their capital structure. At the same time, they are reducing the risk exposure of their portfolios. We document a greater reduction in risk for BDCs subject to stronger market discipline from their debtholders. BDCs pass through the capital shock to their portfolio firms by reducing their investment intensity. 

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