Ab 2. November 2020 findet das Herbstsemester 2020 online statt. Ausnahmen: Veranstaltungen, die nur mit Präsenz vor Ort durchführbar sind. Bitte beachten Sie die per E-Mail kommunizierten Informationen der Dozierenden.

Bin Bin Pearce: Katalogdaten im Frühjahrssemester 2020

NameFrau Dr. Bin Bin Pearce
Adresse
TdLab
ETH Zürich, CHN K 76.2
Universitätstrasse 16
8092 Zürich
SWITZERLAND
Telefon+41 44 632 79 30
E-Mailbin.pearce@usys.ethz.ch
DepartementUmweltsystemwissenschaften
BeziehungDozentin

NummerTitelECTSUmfangDozierende
701-0008-00LUmweltproblemlösen II Belegung eingeschränkt - Details anzeigen 5 KP4GC. E. Pohl, R. Frischknecht, M. Mader, B. B. Pearce
KurzbeschreibungIn der Fallstudie analysieren wir jedes Jahr ein anderes Thema aus dem Nachhaltigkeitsbereich und entwickeln Lösungsvorschläge.
LernzielDie Studierendenden können:
- zu einem gegebenen Thema ein umfassendes Falldossier erarbeiten, welches (a) den Stand des Wissens und (b) den Wissens- und Handlungsbedarf aufzeigt.
- Wissen aus unterschiedlichen Perspektiven in einem qualitativen Systemmodell integrieren, Probleme innerhalb des Systems identifizieren und aus der Perspektive bestimmter Stakeholder Lösungsvorschläge entwickeln.
- zu einer gegebenen Fragestellung eine Recherche durchführen, die Ergebnisse strukturiert darstellen, im Bezug auf die Fragestellung interpretieren, in einen Bericht fassen und präsentieren.
- die verschiedenen Rollen in einer Gruppe benennen, erklären für welche sie besonders geeignet sind, sich in Gruppen organisieren, Probleme der Zusammenarbeit erkennen und diese konstruktiv angehen.
InhaltDas erste Semester dient dazu das vorhandenen Wissen zu einem Thema zu sammeln. Dazu verfassen die Studierenden in Gruppen eine Recherche zu einem bestimmten Teilaspekt des Themas. Diese Recherche umfasst eine inhaltliche Analyse und eine Analyse der Stakeholder.

Während der Semesterferien findet die Synthesewoche statt. In dieser Woche werden die Ergebnisse der verschiedenen Teilanalysen mittels eines qualitativen Systemmodels integriert. Im System werden einzelne Probleme identifiziert und Lösungsvorschläge entwickelt.

Die Studierenden arbeiten die meiste Zeit selbständig in Gruppen. In zentralen Schritten werden sie von Tutorierenden unterstützt. Speziell eingeführt werden die Studierenden in:
- Das Thema der Fallstudie
- Recherche, wissenschaftliches Schreiben und Literaturverwaltung (durch Experten/innen der ETH Bibliothek),
- Rollenverhalten und Zusammenarbeit in der Gruppe,
- Verfassen von Berichten, Postern und Präsentieren,
- Erstellen eines qualitativen Systemmodells (Systaim),
- Entwickeln von Lösungsideen (design thinking, Checkland's soft systems methodology).
SkriptDas Falldossier wird von den Studierenden erarbeitet.
LiteraturUnterlagen zu den Methoden werden während der Fallstudie abgegeben, zusammen mit der entsprechenden Hintergrundliteratur.
744-0101-00LModule 1: Systems Thinking Belegung eingeschränkt - Details anzeigen
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 KP1GB. B. Pearce, D. N. Bresch, M. Stauffacher
KurzbeschreibungThis 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.
LernzielThe 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.
InhaltCollect 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.
LiteraturIncludes 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.
Voraussetzungen / BesonderesAll 9 modules must be completed to obtain the Certificate of Advanced Studies.
744-0102-00LModule 2: Macrocognition and Elicitation of Expert Knowledge Belegung eingeschränkt - Details anzeigen
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 KP1GB. B. Pearce, D. N. Bresch
KurzbeschreibungThis 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.
LernzielThe 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.
LiteraturIncludes 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.
Voraussetzungen / BesonderesParticipation and completion of Module 1.
All modules must be completed in order to receive the certificate.
744-0103-00LModule 3: Mental Models Theory Belegung eingeschränkt - Details anzeigen
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 KP1GB. B. Pearce, D. N. Bresch
KurzbeschreibungThis 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.
LernzielThe 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.
LiteraturIncludes 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.
Voraussetzungen / BesonderesCompletion of Modules 1 and 2.
All modules must be completed in order to receive the certificate.
744-0104-00LModule 4: Design Thinking Belegung eingeschränkt - Details anzeigen
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 KP1GB. B. Pearce, M. Stauffacher
KurzbeschreibungThis 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.
LernzielThe 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.
Voraussetzungen / BesonderesCompletion 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 Belegung eingeschränkt - Details anzeigen
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 KP1GB. B. Pearce, M. Stauffacher
KurzbeschreibungThis 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.
LernzielThe 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.
LiteraturIncludes 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.
Voraussetzungen / BesonderesCompletion of Modules 1-4.
All modules must be completed in order to receive the certificate.
744-0106-00LModule 6: Prototyping I Belegung eingeschränkt - Details anzeigen
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 KP1GB. B. Pearce, M. Stauffacher
KurzbeschreibungThis 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.
LernzielThis 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.
Voraussetzungen / BesonderesCompletion 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 Belegung eingeschränkt - Details anzeigen
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 KP1GB. B. Pearce, D. N. Bresch
KurzbeschreibungThis 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.
LernzielThe 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.
Voraussetzungen / BesonderesCompletion of Modules 1-6.
All modules must be completed in order to receive the certificate.
744-0108-00LModule 8: Prototyping II Belegung eingeschränkt - Details anzeigen
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 KP1GB. B. Pearce, M. Stauffacher
KurzbeschreibungThis 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.
LernzielThe 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.
Voraussetzungen / BesonderesCompletion of Modules 1-7.
All modules must be completed in order to receive the certificate.
744-0109-00LModule 9: Final Presentation/Output Rounds Belegung eingeschränkt - Details anzeigen
Only for CAS in Collaborative Decision Making Under Uncertainty.
1 KP1GB. B. Pearce, D. N. Bresch, M. Stauffacher
KurzbeschreibungThis 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.
LernzielThe 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.
Voraussetzungen / BesonderesCompletion of Modules 1-8
All modules must be completed in order to receive the certificate.
744-0500-00LGroup Work between Modules Belegung eingeschränkt - Details anzeigen 1 KP11AB. B. Pearce, D. N. Bresch, M. Stauffacher
KurzbeschreibungBetween 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
LernzielThe 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.
Voraussetzungen / BesonderesAccompanies Modules 1-9 as an obligatory element of coursework.