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Collisions and Collaboration: The Organization of Learning in the ATLAS Experiment at the LHC

2016-08-31 分类：物理学

Collisions and Collaboration: The Organization of Learning in the ATLAS Experiment at the LHC book cover

Collisions and Collaboration: The Organization of Learning in the ATLAS Experiment at the LHC

Author(s): Max Boisot (Editor), Markus Nordberg (Editor), Saïd Yami (Editor), Bertrand Nicquevert (Editor)

  • Publisher: Oxford University Press
  • Publication Date: October 11, 2011
  • Edition: 1st
  • Language: English
  • Print length: 336 pages
  • ISBN-10: 0199567921
  • ISBN-13: 9780199567928

Book Description

After twenty-five years of preparation, the Large Hadron Collider at CERN, Geneva, is finally running its intensive scientific experiments into high-energy particle physics. These experiments, which have so captured the public's imagination, take the world of physics to a new energy level, the terascale, at which elementary particles are accelerated to one millionth of a percent of the speed of light and made to smash into each other with a combined energy of around fourteen trillion electron-volts. What new world opens up at the terascale? No one really knows, but the confident expectation is that radically new phenomena will come into view.

The kind of "big science" being pursued at CERN, however, is becoming ever more uncertain and costly. Do the anticipated benefits justify the efforts and the costs? This book aims to give a broad organizational and strategic understanding of the nature of "big science" by analyzing one of the major experiments that uses the Large Hadron Collider, the ATLAS Collaboration. It examines such issues as: the flow of "interlaced" knowledge between specialist teams; the intra- and inter-organizational dynamics of "big science"; the new knowledge capital being created for the workings of the experiment by individual researchers, suppliers, and e-science and ICTs; the leadership implications of a collaboration of nearly three thousand members; and the benefits for the wider societal setting.

This book aims to examine how, in the face of high levels of uncertainty and risk, ambitious scientific aims can be achieved by complex organizational networks characterized by cultural diversity, informality, and trust--and where "big science" can head next.

Editorial Reviews

Review

"This is a masterful piece of research that will make an enduring contribution to our knowledge of how the organization of science develops at the frontier of knowledge. Boisot and his many colleagues have crafted an excellent volume that convincingly explains why management theorists may have more to learn about scientific organization from physicists than vice versa."--Henry Chesbrough, University of California, Berkeley, and author of Open Innovation: The New Imperative for Creating and Profiting from Technology (OUP, 2006)

"This book has vast implications far beyond CERN, The Large Hadron Collider, and the Atlas project. Based on the concept of 'Information Space', 3000 scientists and others face the irreducible unknown. Standard planning and optimization fail. Emergence and generativity succeed. This book is a prolegomenon for governments and an emergent set of interwoven global civilizations."--Stuart Kauffman, MacArthur Fellow FRSC, Santa Fe Institute, University of Vermont, and author of At Home in the Universe, Investigations, and others

"A brilliant book that unpacks the actual doing of Big Science, including the epistemological, human, and management dimensions of running perhaps the most complex scientific experiment ever done by mankind. These different perspectives are then neatly interwoven through the Boisot I-Space framework bringing insight and coherence to this global effort. Although I have followed the development of I-Space over the years, I have never fully understood its potential until I read through this book, not once but twice. This book breaks so much new ground it is a must read for academics, policy workers, and those responsible for running complex R&D efforts in a global economy."--John Seely Brown, Former Chief Scientist, Xerox Corp., and Director of Xerox Palo Alto Research Center (PARC); Co-Chair, Deloitte Center for the Edge; and Visiting Scholar and Advisor to the Provost, University of Southern California

Book Description

What lessons can be learned from the organizational structure at the Large Hadron Collider at CERN?

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