Abstract. Systems engineering practices and heuristics generally reflect implicit assumptions that participants in the systems engineering process behave rationally, and that communications between stakeholders work effectively. Sometimes these assumptions prove accurate, and the systems engineering process is successful. But many times the systems engineering process does not obtain the intended results, even though practitioners and stakeholders have good intentions, extensive knowledge, and impressive skills. Developments in cognitive neuroscience and behavioral economics over recent decades offer insights into how and why humans may behave irrationally, and why human communication may not work as intended. The purpose of this paper is to highlight some interesting discoveries in cognitive neuroscience and behavioral economics, and discuss their implications for systems engineering.
The ContextIntroduction. As a profession, systems engineering has spent the last forty plus years discovering by a combination of trial and error, and thoughtful analyses, how to engineer complex systems. The International Council on Systems Engineering has developed successive editions of a Handbook (Haskins 2011) which summarizes our best understanding of how to successfully execute the systems engineering process. More detailed information is captured in the Guide to the Systems Engineering Body of Knowledge, and there is now ISO Standard 15288 on Systems Processes applicable to engineering complex systems. There have also been surveys conducted internally within INCOSE, in collaboration with the Project Management Institute, and by the Massachusetts Institute of Technology which have examined failures in various aspects of systems engineering, and explored possible causes. These efforts, cumulatively, have yielded best practices which significantly improve the likelihood of success in systems engineering endeavors.