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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Understanding Post-Production Change and Its Implications for System Design: A Case Study in Close Air Support During Desert Storm
Complex engineered systems with long life cycles can expect to face operational uncertainty. Two common approaches to maintain system performance in an uncertain operating environment are flexibility, where the system is designed to change easily in response to a change in the operating environment and robustness, where the system is designed to sustain performance despite change. Prior work has examined how to design systems to be either flexible or robust, but so far this work largely assumes that these strategies are implemented during the design phase and that designers know the possible changes that the system will face. However, in practice, many systems face unforeseeable needs and must be modified to sustain value post-production. Through an inductive case study, this paper examines that process: documenting how aircraft were modified post-production to gain new capabilities for close air support in Operation Desert Storm. Consistent with prior studies, it finds that new capabilities can be gained through both changes to form and changes to tactics. Extending this line of work, this study examines the conditions under which each type of change is effective. Additionally, it highlights an important interaction between form and tactical changes that has not been well defined in existing literature.
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- Award ID(s):
- 2125677
- PAR ID:
- 10448606
- Date Published:
- Journal Name:
- Naval engineers journal
- Volume:
- 134
- Issue:
- 3
- ISSN:
- 0028-1425
- Page Range / eLocation ID:
- 87-95
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
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