Skip to main content
Article
Guest Editorial: A Grass Roots Political Role for IEEE-USA
IEEE Transactions on Engineering Management (1996)
  • Jim Gover, Kettering University
  • Mark Peterson
Abstract
The democratic political process is virtually the antithesis of the engineering process. The political process requires the building of consensus and the satisfying of demands in ways that have nothing to do with objective rationality and everything to do with subjective expectations and a concept of power which has little to do with ergs, watts, horsepower, octane, or BTU’s. From an engineering perspective the democratic political process appears to be messy, emotional, irrational, and devoid of anything but the most superficial adherence to systematic approaches. Yet, as we all are realizing, the political process is profoundly affecting our livelihoods, future prospects for scientific and technical advances, and the nation’s overall ability to maintain a collective lifestyle and compete in an evermore complex global environment. This paper argues that while the political process may function in this manner, it is not endemically compelled to do so. The rationality of the engineering approach to problem solving can be an effective voice in the political process, but it requires the engagement of engineers in that process to make it happen. For too long, engineers and engineering organizations have been reluctant to engage in the public policy debate. In leaving the field to others, rational problem-solving approaches have been increasingly ignored or avoided, not because the political process is opposed to these approaches, but because vigorous advocacy in their behalf has been absent. As we hope to demonstrate, the implementation of sound and successful public policy does not come about without vigorous advocacy in its behalf.
Disciplines
Publication Date
1996
Publisher Statement
1996 IEEE
Citation Information
Jim Gover and Mark Peterson. "Guest Editorial: A Grass Roots Political Role for IEEE-USA" IEEE Transactions on Engineering Management Vol. 43 Iss. 3 (1996) p. 239 - 245
Available at: http://works.bepress.com/jim-gover/11/