Bin Bin Pearce: Catalogue data in Spring Semester 2021

Name Dr. Bin Bin Pearce
E-mailbin.pearce@usys.ethz.ch
DepartmentEnvironmental Systems Science
RelationshipLecturer

NumberTitleECTSHoursLecturers
701-0008-00LTackling Environmental Problems II Restricted registration - show details 5 credits4GC. E. Pohl, R. Frischknecht, M. Mader, B. B. Pearce
AbstractEach year in the case study we analyse a different topic from the field of sustainable development and develop solutions to it.
ObjectiveStudents are able:
- to carry out research on a given topic and present the results in a structured report which (a) shows the state of knowledge and (b) the need for knowledge and action.
- to integrate knowledge of diverse perspectives in a qualitative systems model, to identify problems and to suggest possible solutions from a specific stakeholder's perspective.
- to name the different roles within a group, explain the role(s) they are suited for, self-organise in groups, identify problems of collaboration and constructively address the problems.
ContentIn the first semester the students compile what is known about the case topic, its principles and challenges. Each group of students makes an inquiry to a given part of the overall problem. The inquiry includes a thematic as well as stakeholder analysis. The results are written in a report and presented at an internal conference.

During synthesis week, which takes place during semester break, the results of the different part inquiries are integrated in a qualitative system model. The students identify specific problems and develop solutions.

In the second semester, students work independently and in exchange with stakeholders on previously identified problems. They develop a sustainability project with concrete measures that they could implement voluntarily in the third semester. The course concludes with the presentation of the student projects on the "Market of Measures".

Most of the time students work independently in groups. Tutors support the students in key steps. Introductions are given for:
- The overall topic of the case study (by external experts),
- Inquiry, scientific writing and managing references (by experts of ETH library),
- Role behaviour and collaboration in groups,
- Preparing reports, posters and presentations,
- Qualitative system modelling (SystemQ),
- Developing solutions (design thinking, Checklands' soft systems methodology, sustainability assessment).
Lecture notesTutors will compile the case study dossier on the basis of the student reports.
LiteratureMethodological documentation will be made available on Moodle during the case study together with the relevant background literature.
744-0101-00LModule 1: Systems Thinking Restricted registration - show details
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 credit1GB. B. Pearce, D. N. Bresch, M. Stauffacher
AbstractThis is the first of nine modules for the Certificate of Advanced Studies in Collaborative Decision Making Under Uncertainty. Each module is designed to focus on a particular methodology and a specific theme related to climate risk and sustainable development. Each module is titled after the methodological focus of each module. The focus of this module is systems thinking.
ObjectiveThe focus of this first module is to introduce participants to a fundamental way of tackling complexity and analyzing the world using systems thinking.

The learning objectives are to:
- Understand and apply systems thinking to strategic decision making scenarios.
- Analyze decision making processes within participants’ institutional settings.
- Identify common core concepts that connects challenges experienced by each participant’s decision making situation.
ContentCollect decision making challenges within the working context of each participant by applying concepts from systems thinking. The methods that are likely to be used are storytelling, rich picture creation from soft systems methodology, concept mapping, qualitative systems modeling, and peer feedback.
LiteratureIncludes selected readings from:

Midgley, G. (2000). Systemic intervention. In Systemic Intervention (pp. 113-133). Springer, Boston, MA.
Senge, P. M. (2006). The Fifth Discipline (2nd ed.). New York: Random House.
Vester, F. (1988). The biocybernetic approach as a basis for planning our environment. Systems Practice, 1(4), 399–413. http://doi.org/10.1007/BF01066582

Additional readings and exercises will be announced in class.
Prerequisites / NoticeAll 9 modules must be completed to obtain the Certificate of Advanced Studies.
744-0102-00LModule 2: Macrocognition and Elicitation of Expert Knowledge Restricted registration - show details
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 credit1GB. B. Pearce, D. N. Bresch
AbstractThis is the second of nine modules for the Certificate of Advanced Studies in Collaborative Decision Making Under Uncertainty. The focus of this module is on the elicitation and use of expert knowledge for collaborative processes.
ObjectiveThe focus of this second module is to introduce participants to the concepts of macrocognition and ways in which expert knowledge can be elicited for collaborative problem solving.

The learning objectives are to:
- Understand and practice using knowledge maps, influence diagrams, concept mapping and other methods for eliciting expert knowledge.
- Apply methods for eliciting unknown unknowns from a group.
- Identify the expertise within the group for understanding complexity.
- Relate to core challenges identified from Module 1.
LiteratureIncludes selected readings from:

Kahneman, D., & Klein, G. (2009). Conditions for intuitive expertise: A failure to disagree. American Psychologist, 64(6), 515–526. http://doi.org/10.1037/a0016755
Klein, G. A. (1998). Sources of power: How people make decisions. Cambridge, MA: MIT press.
Klein, G. A., Calderwood, R., & Macgregor, D. (1989). Critical Decision Method for Eliciting Knowledge (Vol. 19, pp. 462–472). Presented at the IEEE Transactions on Systems, Man and Cybernetics. http://doi.org/10.1109/21.31053
Crandall, B., Klein, G. A., & Hoffmann, R. R. (2006). Working Minds. Cambridge: MIT Press.

Additional readings and exercises will be announced in class.
Prerequisites / NoticeParticipation and completion of Module 1.
All modules must be completed in order to receive the certificate.
744-0103-00LModule 3: Mental Models Theory Restricted registration - show details
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 credit1GB. B. Pearce, D. N. Bresch
AbstractThis is the third of nine modules for the Certificate of Advanced Studies in Collaborative Decision Making Under Uncertainty. This focus of this module is on the use of mental models theory for collaborative processes.
ObjectiveThe focus of this third module is to introduce participants to mental model theories and related concepts that are relevant for creating conditions for effective problem framing/problem structuring.

The learning objectives are to:
- Understand the relationship between the concept of a “mental model”, shared mental models and problem .framing/problem structuring
- Exchange and integrate participants’ own mental models for problem identification.
- Experience the importance of problem framing for effective collaboration.
- Create problem definitions for group projects.
LiteratureIncludes selected readings from:

Argyris, C. (1976). Single-loop and double-loop models in research on decision making. Administrative Science Quarterly, 363–375.
Johnson-Laird, P. N. (1983). Mental Models. Cambridge, MA: Harvard University Press.
Morgan, M. G., Fischhoff, B., Bostrom, A., & Atman, C. J. (2002). Risk communication: A mental models approach. Cambridge, UK: Cambridge University Press.
Schön, D. A. (1984). The Reflective Practitioner: How Professionals Think In Action. New York: Basic Books.

Additional reading and exercises will be announced in class.
Prerequisites / NoticeCompletion of Modules 1 and 2.
All modules must be completed in order to receive the certificate.
744-0104-00LModule 4: Design Thinking Restricted registration - show details
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 credit1GB. B. Pearce, M. Stauffacher
AbstractThis is the fourth of nine modules for the Certificate of Advanced Studies in Collaborative Decision Making Under Uncertainty. The focus of this module is on the application of design thinking for creating strategy prototypes to confront complex problems.
ObjectiveThe focus of this fourth module is to introduce participants to design thinking as a means of collaborative problem solving.

The learning objectives are to:
- Learn design thinking through experiencing it.
- Identify insights as the basis of problem definition using design thinking methodology.
- Refine problem definitions based on insights.
- Develop first iteration “solutions” to problem definitions.
Prerequisites / NoticeCompletion of Modules 1-3.
All modules must be completed in order to receive the certificate.
744-0105-00LModule 5: Decisions Heuristics and Systems Thinking Review Restricted registration - show details
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 credit1GB. B. Pearce, M. Stauffacher
AbstractThis is the fifth of nine modules for the Certificate of Advanced Studies in Collaborative Decision Making Under Uncertainty. The focus of this module is to apply insights from decisions heuristics and systems thinking in order to develop evaluative criteria for the refinement and selection of strategy prototypes.
ObjectiveThe focus of this fifth module is to introduce participants to the heuristics, biases and processes that both individuals and groups encounter in making decisions. Contrasting views of heuristics decision making, as well as the theory of collective action will be used as the background for developing this understanding. These processes will also be linked back to systems thinking.

The learning objectives are to:
- Understand major theories of decision heuristics as it applies to both individuals and groups.
- Connect these theories to systems thinking.
- Develop and refine further solutions to problem definitions.
- Apply decision heuristics and systems thinking to review and select solutions.
LiteratureIncludes selected readings from:

Gigerenzer, G., Todd, P. M., ABC Research Group. (1999). Simple Heuristics that Make Us Smart. Oxford: Oxford University Press.
Kahneman, D. (2011). Thinking, Fast and Slow. New York: Farrar, Straus and Giroux.
Ostrom, E. (2015). Governing the Commons (2nd ed.). Cambridge, UK: Cambridge University Press.
Tversky, A., & Kahneman, D. (1986). Rational Choice and the Framing of Decisions. The Journal of Business, 59(4). http://doi.org/10.2307/2352759?refreqid=search-gateway:7ccb9066b95a8996e388dda0e571d13d

Additional reading and exercises will be announced in class.
Prerequisites / NoticeCompletion of Modules 1-4.
All modules must be completed in order to receive the certificate.
744-0106-00LModule 6: Prototyping I Restricted registration - show details
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 credit1GB. B. Pearce, M. Stauffacher
AbstractThis is the sixth of nine modules for the Certificate of Advanced Studies in Collaborative Decision Making Under Uncertainty. The focus of this module is to make strategy prototypes concrete by creating first-level versions of the ideas.
ObjectiveThis focus of this sixth module is to continue working with the first set of solutions identified from the previous module. Based on the accumulated knowledge from the inputs already given, participants refine problem statements and brainstorm a second iteration of possible solutions to these problem statements.

The learning objectives are to:
- Refine and finalize problem statements in groups.
- Create a first-level prototype of a solution to the problem statement.
Prerequisites / NoticeCompletion of Modules 1-5.
All modules must be completed in order to receive the certificate.
744-0107-00LModule 7: Prototypes Analysis and Systems Thinking Review Restricted registration - show details
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 credit1GB. B. Pearce, D. N. Bresch
AbstractThis is the seventh of nine modules for the Certificate of Advanced Studies in Collaborative Decision Making Under Uncertainty. The focus of this module is to refine strategy prototypes through an exploration of potential unintended consequences and unknown unknowns.
ObjectiveThe focus of this seventh module is to analyze first-level prototypes within a systems thinking framework. Based on the outputs, participants refine their prototypes.

The learning objectives are to:
- Apply systems thinking by integrating solutions with systems analysis to consider possible unintended consequences of decision making
- Review and integrate inputs from previous modules to help with further selection of prototypes and implementation.
Prerequisites / NoticeCompletion of Modules 1-6.
All modules must be completed in order to receive the certificate.
744-0108-00LModule 8: Prototyping II Restricted registration - show details
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 credit1GB. B. Pearce, M. Stauffacher
AbstractThis is the eighth of nine modules for the Certificate of Advanced Studies in Collaborative Decision Making Under Uncertainty. The focus of this module is to change and revise prototypes based on new insights during group work between modules.
ObjectiveThe focus of this eighth module is to create second-level prototypes, building on insights obtained from making and analyzing first-level prototypes.

The learning objectives are to:
- Create second-level prototypes that will be ready to test in the real world outside of the classroom.
- Evaluate the strengths and weaknesses of the working process.
- Document the collaboration process.
- Create a plan for refining prototypes before the final presentation.
Prerequisites / NoticeCompletion of Modules 1-7.
All modules must be completed in order to receive the certificate.
744-0109-00LModule 9: Final Presentation/Output Rounds Restricted registration - show details
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 credit1GB. B. Pearce, D. N. Bresch, M. Stauffacher
AbstractThis is the last of nine modules for the Certificate of Advanced Studies in Collaborative Decision Making Under Uncertainty. The final versions of the strategy prototypes will be presented to the public and discussed during this session.
ObjectiveThe focus of this ninth module is to present, discuss, and reflect on the prototypes developed over the course of the CAS.

The presentations will be open to the public on Friday.

The learning objectives are to:
- Practice communicating ideas of how to engage with uncertainty in strategic decision making.
- Reflect and draw insights from the experience of working in collaboration with others.
- Establish next steps for improved decision making in the future on an individual and organizational level.
Prerequisites / NoticeCompletion of Modules 1-8
All modules must be completed in order to receive the certificate.
744-0500-00LGroup Work between Modules Restricted registration - show details 1 credit11AB. B. Pearce, D. N. Bresch, M. Stauffacher
AbstractBetween each of the nine modules that are a part of the CAS CDM, participants are expected to work on their group projects together. This amount of time should amount to 150 hours in total. Groups will be able to determine the topic and direction of this work during the in-class sessions
ObjectiveThe learning objectives are to:
- Test concepts and methods discussed in-class in the real world.
- Identify differences between theory and practice in the application of these methods.
- Create and test viability of prototypes developed in-class.
Prerequisites / NoticeAccompanies Modules 1-9 as an obligatory element of coursework.