geospatial technologies and leadership todd s. bacastow professor of practice for geospatial...
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Geospatial Technologies and
Leadership
Todd S. BacastowProfessor of Practice for Geospatial Intelligence
John A. Dutton e-Education InstituteThe Pennsylvania State University
October 5, 2008
Popular Mechanics, 1954???
Lesson: Things are often not always as they appear!
Picture submitted to an image modification competition in 2004, taken from an original photo found on U.S. Navy web site of a submarine maneuvering room console mock-up at the Smithsonian Institute in 2000.
http://www.snopes.com/inboxer/hoaxes/computer.asp
GIS as it appears to the GP
But the:• Things are changing
Viewpoints Description
#1 - Technical Physical implementation.
#2 - Engineering Hardware and software components and infrastructure used in the system.
#3 - Services Interaction between components linked by communication networks, interfaces, operations, and rules.
In transition
Visualization
Spatial Analysis
Present/Future
Data Entry
&Conversion
Data Entry & Conversion
Spatial Analysis
Past/Present
Visualization
Implications
Past/Current
Data:
• Maps of how it was
• Static data sets
Current/Future
Analytics:
• Real time display of how is and how might be
• Continuous sensor-derived data
Why the change?
• Technology
9:15 am 10:15 pm4:30 pm
Population density (green is high) at different times during the day tracked by cell phone data. Rome, Italy, July 10, 2006.
Source: The Economist, March 10-16, 2007 p. 20.
Why the change?
• Doctrine of use– Persistent Surveillance
Hurricane Ike
Hurricane Ike
GIS as it appears to the non-GP
Viewpoints Description
#1 - Information information (and information processing).
#2 - Services Interaction between components linked by communication networks, interfaces, operations, and rules.
#3 - Enterprise Business perspective, purpose, scope and policies.
• The non-GPs are the drivers of change!
© 2007, Open Geospatial Consortium Interoperability Institute, Inc.
Viewpoints Description
Enterprise Business perspective, purpose, scope and policies.
Information Information and information processing.
Services Interaction between components linked by communication networks, interfaces, operations, and rules.
Engineering Hardware and software components and infrastructure used in the system.
Technical Physical implementation.
All are valid views
StateGovernment
Users
InternationalUsers
FederalGovernment
Users
CommercialUsers
CivilCommunity
Users
Citizens
IndigenousCommunity
Users
LocalGovernment
Users
AcademicUsers
BusinessProcesses
LocalGovernments
Other Standards-based Portals
BusinessProcesses
BusinessProcesses
Federal Government
State Government
BusinessProcesses
CommercialProviders
AcademicProviders
IndigenousGroups
Enterprise Information
Portal
A few observations!
Observation #1
• Large multi-stakeholder geospatial systems (LMGS) are a constantly changing, people-focused, self-generating network– Much like a living organism– The “life” is in the informal
networks, or communities of practice
• LMGSs are a network of continuously evolving infrastructures that are not owned and controlled by a singular organization.
• They are sponsored and supported by a community of stakeholders.
Observation #2
• You cannot direct the development of a LMGS organization; you can only influence it for limited periods of time in small and local ways.
• Participants choose what to pay attention to and how to respond when the event is meaningful to them.
Observation #3
• A successful LMGS contains both designed and unplanned parts.
• The challenge is to find the right balance between the creativity of the unplanned emergent elements and the stability of designed parts.
Observation #4
• Leadership in LMGSs is key• Effective leadership is often
the antithesis of good (usual) management practice
Observation #5
Management as usual
• Henri Fayol (1841-1925)• 5 functions of effective
management:– Planning– Organizing– Commanding– Coordinating– Controlling
• Great influence on military-like organizational structures
Effective LMGIS Leadership
• 3 key leadership functions:– Promote parallel thinking– Create a climate for innovation– Promote a systems perspective
LMGS Leadership paradoxes
• Effectiveness is often inversely proportional to busyness.
• The most important results are largely unnoticed and unappreciated.
• The more control the leader has, the less effective they are.
• Oftentimes doing nothing is best. • Them doing something poorly is sometimes
better than the leadership doing it well. • If a decision is liked this week, it will not be
next week; if it’s liked by this organization, it will not work in the next.
• The leader’s individual successes guarantee nothing.
• The more the leader protects their job, the less secure they are.
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