6.3 The Zidane head-butt
The most ‘important and greatest puzzle’ we face as humans is ourselves (Boring, 1950, p. 56). Humans are a puzzle – one that is complex, subtle and multi-layered, and it gets even more complicated as we evolve over time and change in different contexts. When answering the question ‘What makes us who we are?’, psychologists put forward a range of explanations about why people feel, think and behave the way they do. Just when psychologists seem to understand one bit of ‘who we are’
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4.13.3 Scrutiny

Again, connected to the accountability issue is the problem of adequate scrutiny. The detailed, technical and specific nature of much-delegated legislation means that, on the whole, Members of Parliament (the elected representatives) do not have the expertise to consider proposed legislation effectively. In addition, you have already noted that the scrutiny committees themselves only have limited powers.

References

Further reading and resources
Collapse at Kinzua: Evidence for Tay on open2.net.
Forensic engineering: the Tay Bridge disaster on open2.net.
Lewis, PR and Reynolds, K (2002) ‘Forensic engineering: a reappraisal of the Tay Bridge disaster’, Interdisciplinary Science Reviews, vol. 27, no. 4, pp. 287–98.
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4.3 Managing projects and project teams
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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4.1 Types of projects
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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3.3 Conclusions
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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3.2.7 Ways that groups go wrong
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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3.2.6 The creative cycle
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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3.1 Belonging to a group
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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2.8 Why do (only some) teams succeed?
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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2.3.7 New types of team
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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2.3.6 ‘Horses for courses’
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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2.3.1 The functional team
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
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5.2 The aims and principles of system engineering

The aims of systems engineering can be divided into those to do with its outputs and those associated with the process itself. As far as its outputs are concerned, systems engineering aims to ensure that:

  • the requirements of all the stakeholders are taken into account in engineering the system

  • the system, as engineered and realised, meets the requirements of stakeholders

  • the system, while meeting the req
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4.6 Systems engineering: the recent development of a discipline

The recent development of systems engineering can be dated from two events. First, following the lead of the US Department of Defense and its introduction of standards for contractors, systems engineering was taken up by companies such as Boeing, Lockheed Martin and, in the UK, British Aerospace, Marconi and the Lucas Group. Second, in August 1990, a group of individuals interested in systems engineering met in Seattle (Box 10 – extract from a paper presented at the International Committee
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4.1 Beginnings

Systems engineering has its roots in three linked strands of thinking: the concepts of systems science, engineering and public policy problem resolution. The first of these can be traced back to the work of von Bertalanffy (1968, pp. 8–15, 96–98) and others during the 1920s and 1930s but received a significant impetus when, in 1954, the Society for General Systems Theory was established at the annual meeting of the American Association for the Advancement of Science. The society later cha
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4.19 Technologies and explicit knowledge continued

The following examples give a taste of what is now making the transition from research laboratories into commercial products. Large hierarchical information structures are extremely common, whether in libraries, organisational charts or websites. Displaying such large structures is a challenge, and since the user soon runs out of screen space, navigating them can be tedious. Screen 7 shows a system that uses animation and carefully designed graphical effects to give the impression of manipula
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Sextant Solutions
The earliest explorers did not have computers or satellites to help them know their exact location. The most accurate tool developed was the sextant to determine latitude and longitude. In this activity, the sextant is introduced and discussed with the class. Students will learn how a sextant can be a reliable tool that is still being used by today's navigators and how computers can help assure accuracy when measuring angles. Also, this activity will show how computers can be used to understand
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Sneaking Up On Sneakers
This activity explores why different types of sneakers are used in a variety of common sports. It connects how engineers analyze design needs in sneakers and everyday items. The goal is for students to understand the basics of engineering associated with the design of different types of athletic shoes. Sneakers are one of the most commonly worn shoes in our American culture. They provide comfortable support for our feet as we go about our active lives as students, athletes, educators, and engine
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