Engineering leaders have a responsibility to create productive atmospheres for technological development and innovation. And at the core, all organizations yearn to be influential entities driving profitable results from stakeholders' social, financial, and technical standpoints. Maintaining social, economic, and technological dominance across a market and steadily growing stakeholder subscriptions requires a culture to position business processes and people for optimal performance and innovation. Performance and innovation are widely known as being synonymous with workforce culture and engagement. What type of workforce culture possesses the ability to invoke the performance necessary for innovation and industry prowess? Furthermore, what key attributes should organizations embody to nurture the 'right' culture for superior and sustainable innovation? Systems engineering leaders must cultivate a teaming dynamic or culture that can properly synthesize, interpret, and redistribute knowledge for follower consumption, independent generation, and correct action. This ‘right’ culture is a culture of inquiry that combats silence and cognitive dissonance through the systems engineering development process when engineering leaders intentionally interest teaming models that invite habits inquiry and inclusivity.
As an engineering leader and aspirant scholar-practitioner, the ability to foster a culture of inquiry that creates an engineering body capable of proactively generating, retaining, and transforming knowledge is essential to sustainable technical success. This culture of inquiry is solidified through Habits of mind that offer conditioning techniques with the propensity to drive the positive behaviors necessary for engineering outcomes and a high-functioning workforce
This presentation will cover how the culture of inquiry should impact the systems engineering competency to generate the teaming dynamic for sustainable and competitive organizational success. The author will highlight how and where the systems engineering lifecycle process can evolve to increase the culture of inquiry and subsequently engineering results. Special emphasis will be placed on case studies with tools invoking sensemaking and reflective practice throughout the systems engineering development process