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1. Infrastructure governance for the Anthropocene

   https://doi.org/10.1525/elementa.2020.078  

   Chester, Mikhail V.; Miller, Thaddeus; Muñoz-Erickson, Tischa A. (January 2020, Elementa: Science of the Anthropocene)

   null (Ed.)

   Transitioning infrastructure governance for accelerating, increasingly uncertain, and increasingly complex environments is paramount for ensuring that critical and basic services are met during times of stability and instability. Yet the bureaucratic structures that dominate infrastructure organizations and their capacity to respond to increasing complexity remain poorly understood. To change infrastructure governance, it is critical to understand current conditions, the barriers to change, and the strategies needed to shift priorities and leadership strategy. The emergence of modern infrastructure bureaucratic and organizational structure is first explored. The need to rethink infrastructure as knowledge enterprises capable of making sense of changing conditions, and not simply as basic service providers, is discussed. Next, transformation of infrastructure governance is presented as both a challenge of organizational change as identity and power and leadership capacity to shift between stable and unstable conditions. Infrastructure bureaucracies should create capabilities to shift between periods of stability and instability, emphasizing flexibility where ad hoc teams are given power to make sense of changing conditions and steer the organization appropriately. Additionally, several critical factors must be addressed within organizational power structures, identities, and processes to facilitate change. Allowing infrastructure governance to persist in its current form is likely increasingly problematic for the future and may result in an increasing inability to maintain relevance. 

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2. Infrastructure autopoiesis: requisite variety to engage complexity

   https://doi.org/10.1088/2634-4505/ac4b48  

   Chester, Mikhail V.; Allenby, Braden (February 2022, Environmental Research: Infrastructure and Sustainability)

   Abstract Infrastructure systems must change to match the growing complexity of the environments they operate in. Yet the models of governance and the core technologies they rely on are structured around models of relative long-term stability that appear increasingly insufficient and even problematic. As the environments in which infrastructure function become more complex, infrastructure systems must adapt to develop a repertoire of responses sufficient to respond to the increasing variety of conditions and challenges. Whereas in the past infrastructure leadership and system design has emphasized organization strategies that primarily focus on exploitation (e.g., efficiency and production, amenable to conditions of stability), in the future they must create space for exploration, the innovation of what the organization is and does. They will need to create the abilities to maintain themselves in the face of growing complexity by creating the knowledge, processes, and technologies necessary to engage environment complexity. We refer to this capacity asinfrastructure autopoiesis. In doing so infrastructure organizations should focus on four key tenets. First, a shift to sustained adaptation—perpetual change in the face of destabilizing conditions often marked by uncertainty—and away from rigid processes and technologies is necessary. Second, infrastructure organizations should pursue restructuring their bureaucracies to distribute more resources and decisionmaking capacity horizontally, across the organization’s hierarchy. Third, they should build capacity for horizon scanning, the process of systematically searching the environment for opportunities and threats. Fourth, they should emphasize loose fit design, the flexibility of assets to pivot function as the environment changes. The inability to engage with complexity can be expected to result in a decoupling between what our infrastructure systems can do and what we need them to do, and autopoietic capabilities may help close this gap by creating the conditions for a sufficient repertoire to emerge. 

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3. Dynamic criticality for infrastructure prioritization in complex environments

   https://doi.org/10.1088/2634-4505/acbe15  

   Hoff, Ryan; Helmrich, Alysha; Dirks, Abbie; Kim, Yeowon; Li, Rui; Chester, Mikhail (March 2023, Environmental Research: Infrastructure and Sustainability)

   Abstract As infrastructure confront rapidly changing environments, there is an immediate need to provide the flexibility to pivot resources and how infrastructures are prioritized. Yet infrastructures are often categorized based on static criticality framings. We describedynamic criticalityas the flexibility to reprioritize infrastructure resources during disturbances. We find that the most important prerequisite for dynamic criticality is organizational adaptive capacity characterized by flexible goals, structures, sensemaking, and strategies. Dynamic capabilities are increasingly important in the Anthropocene, where accelerating conditions, uncertainty, and growing complexity are challenging infrastructures. We review sectors that deployed dynamic management approaches amidst changing disturbances: leadership and organizational change, defense, medicine, manufacturing, and disaster response. We use an inductive thematic analysis to identify key themes and competencies and analyze capabilities that describe dynamic criticality. These competencies drive adaptive capacity and open up the flexibility to pivot what is deemed critical, depending on the particulars of the hazard. We map these competencies to infrastructure systems and describe how infrastructure organizations may build adaptive capacity toward flexible priorities. 

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4. Reconceptualizing cybersecurity awareness capability in the data-driven digital economy

   https://doi.org/10.1007/s10479-022-04844-8  

   Akter, Shahriar; Uddin, Mohammad Rajib; Sajib, Shahriar; Lee, Wai Jin; Michael, Katina; Hossain, Mohammad Alamgir (August 2022, Annals of Operations Research)

   Abstract Data breaches have become a formidable challenge for business operations in the twenty-first century. The emergence of big data in the ever-growing digital economy has created the necessity to secure critical organizational information. The lack of cybersecurity awareness exposes organizations to potential cyber threats. Thus, this research aims to identify the various dimensions of cybersecurity awareness capabilities. Drawing on the dynamic capabilities framework, the findings of the study show personnel (knowledge, attitude and learning), management (training, culture and strategic orientation) and infrastructure capabilities (technology and data governance) as thematic dimensions to tackle cybersecurity awareness challenges. 

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5. Scaling the wall: overcoming barriers to STEM knowledge mobilization

   https://doi.org/10.3389/fcomm.2024.1366207  

   Wilkins, Matthew R; Rapciak, Stephanie E; Goller, Carlos C; Weintraub, Jory; Mikaelyan, Aram (March 2024, Frontiers in Communication)

   Improving science literacy is crucial amidst global challenges like climate change, emerging diseases, AI, and rampant disinformation. This is vital not only for future STEM generations but for all, to make informed decisions. Informal science communication efforts such as podcasts, popular science articles, and museum events are an essential part of the infrastructure for mobilizing knowledge and nurturing science literacy. However, in thisPerspective, we emphasize the need to grow our capacity for STEM outreach in the formal K-12 classroom. While the majority of informal outreach mechanisms require audience members to seek out content, classrooms include those hard-to-reach target audiences that are not already STEM-engaged. We contrast the multitude of resources that have been developed to support informal outreach in recent decades with a relative paucity of such efforts in the K-12 formal classroom realm. We advocate for a more balanced deployment of resources and efforts between these two vital components of our knowledge mobilization and STEM engagement infrastructure. In particular, we highlight the key role of K-12 teachers as conduits for knowledge dissemination and the need for greater collaboration between scientists and teachers at individual and organizational levels. We also advocate for greater collaboration across programs in both the informal and formal outreach space, and dedicated effort to construct dissemination networks to share outreach materials at scale across disparate programs. The aim of our piece is to generate discussion about how we might refocus goals, funding mechanisms, and policies to grow the science-engaged society necessary to confront future challenges. 

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