Systemic Decision Making

Dr. Patrick T. Hester is an Associate Professor of Engineering Management and Systems Engineering at Old Dominion University. Dr. Hester received a Ph.D. in Risk and Reliability Engineering from Vanderbilt University and a B.S. in Naval Architecture and Marine Engineering from the Webb Institute. He has been involved in research and consulting activities focused on systems thinking and decision analysis for diverse agencies including NIST, Naval Surface Warfare Center Dahlgren Division, NASA Langley Research Center, DHS, Sandia National Laboratories, NOAA, TRADOC, and General Dynamics National Steel and Shipbuilding Company. The results of his research have led to over one hundred publications in books, journals, and conferences. His research has been published in Systems Engineering, International Journal of System of Systems Engineering, International Journal of Operations Research, International Journal of Critical Infrastructures, and Journal of Defense Modeling and Simulation, among others. Dr. Hester is a Senior member of the Institute of Industrial and Systems Engineers (IISE), the Performance Management Association, and the International Society on Multiple Criteria Decision Making, a Board member of IISE’s Society of Engineering and Management Systems, and an Editorial Board Member of Systemic Practice and Action Research. He is a two-time Outstanding Author Contribution Award Winner from the Emerald Literati Network, and in 2016, he was named one of 20 “Engineering Management Professors You Should Know” by OnlineEngineeringPrograms.com. Dr. Kevin Adams is a much sought after speaker and lecturer who specializes in providing systems-based solutions for complex real-world problems. He is the author of books on systemic thinking and non-functional requirements and has published over 50 articles in peer-reviewed journals and conference proceedings.His presentations merge both philosophical and theoretical concepts from academia with the everyday problems being faced by businesses operating in the highly connected, fast-paced, global economy – providing effective and lasting solutions. Kevin’s systems-based solutions emphasize the importance of organizational stakeholders and the use of tailored methodologies for each and every solution.His unique foundation for problem solving is based upon over 35 years of practical management experience. He has been able to integrate his first career in the United States Navy, where he served aboard three submarines and as a maintenance officer with second and third careers as a private-sector information technology consultant specializing in enterprise solutions and as an academic teaching in both engineering and management curriculums.He is currently an adjunct associate professor at the University of Maryland University College and Virginia Wesleyan College. He volunteers on the Editorial Board of the Journal Systemic Practice and Action Research and as a Program Evaluator for the Accreditation Board for Engineering and Technology (ABET). Dr. Adams is a retired Navy submarine engineering duty officer, and a senior member of the Institute of Electrical and Electronics Engineers (IEEE).Dr. Adams is a member of Tau Beta Bi (NJ Beta) - the National Engineering Honor Society, Keramos - the National Ceramic Engineering Honor Society, and Phi Kappa Phi, the nation's oldest, largest, and most selective collegiate honor society for all academic disciplines.Dr. Adams hold engineering degrees from Rutgers University (B.S.), the Massachusetts Institute of Technology (dual M.S. degrees), and Old Dominion University (Ph.D.).

• Part I: A Frame of Reference for Systemic Decision Making.- Chapter 1.Introduction.- Chapter 2. Problems and Messes.- Chapter 3. Systemic Thinking.- Chapter 4. Systems Theory.- Chapter 5. Complex Systems Modeling.- Part II: Thinking Systemically.- Chapter 6. The Who of Systemic Thinking.- Chapter 7. The What of Systemic Thinking.- Chapter 8. The Why of Systemic Thinking.- Chapter 9. The Where of Systemic Thinking.- Chapter 10. The How of Systemic Thinking.- Chapter 11. The When of Systemic Thinking.- Part III: Acting Systemically.- Chapter 12. Systemic Action.- Chapter 13. Anatomy of a Decision.- Chapter 14. Decision Implementation.- Part IV: Observing Systemically.- Chapter 15. Observation.- Chapter 16. Systemic Learning.- Chapter 17. Ford Pinto Case Study.- Chapter 18. Conclusion.

“The decision-making process proposed by Hester and Adas is based on systemic thinking through the application of a three-stage process: think, analyze and observe, giving greater importance to global results. … The language used by the authors is accessible to entire public: no prior training is required to read it. … a remarkable work that should not be missing in the library of the specialist, the technician and the student.” (Melio Sáenz, ResearchGate, researchgate.net, February, 2018)