This course provides a deep understanding of engineering systems at a level intended for research on complex engineering systems. It provides a review and extension of what is known about system architecture and complexity from a theoretical point of view while examining the origins of and recent developments in the field. The class considers how and where the theory has been applied, and uses key analytical methods proposed. Students examine the level of observational (qualitative and quantitative) understanding necessary for successful use of the theoretical framework for a specific engineering system. Case studies apply the theory and principles to engineering systems.

This course studies the relations of affect to cognition and behavior, feeling to thinking and acting, and values to beliefs and practices. These connections will be considered at the psychological level of organization and in terms of their neurobiological and sociocultural counterparts.

This course explores the reciprocal relationships among design, science, and technology by covering a wide range of topics including industrial design, architecture, visualization and perception, design computation, material ecology, and environmental design and sustainability. Students will examine how transformations in science and technology have influenced design thinking and vice versa, as well as develop methodologies for design research and collaborate on design solutions to interdisciplinary problems.

This resource is intended as a model plan for linking course materials to student learning outcomes. These materials were used in planning a 15-week literature-based composition course taught within the TBR system, ENGL1020. The two attachments illustrate how the course assessments and readings are organized to fulfill statewide TBR General Education Outcomes as well as course-specific outcomes for each unit in the course. The course outline also demonstrates one possibility for sequencing course materials into a 15 week semester.The OER Commons file titled "ENGL1020 Literature Based Composition Course Common Cartridge" contains a downloadable online version of this course that can be plugged into any LMS.

In this three-day workshop, students will get a broad introduction to global health issues. We will look at one particular non-governmental organization in India that works to improve health across the lifespan by empowering existing community resources to provide appropriate physical, psychological and social therapies, focusing on child development, adolescent and youth health, mental health, and chronic disease. This workshop equips student to explore novel ideas and technologies with an inspiring and ground-breaking Indian NGO.
Fulfills the Sloan Innovation Period (SIP) elective requirement. SIP occurs at the midpoint of each semester providing students with an intensive week of experiential leadership learning, as well as exposure to groundbreaking faculty work. It allows students to engage in intellectual exploration outside the classroom. SIP degree requirements include core courses in ethics and leadership as well as electives.

This subject focuses on the specifics of strategy and organization of the multinational company, and provides a framework for formulating successful and adaptive strategies in an increasingly complex world economy. Topics include the globalization of industries, the continuing role of country factors in competition, organization of multinational enterprises, and building global networks. This particular version of the subject is taught and tailored specifically to those enrolled in the MIT Sloan Fellows Program.

This course explores recent historical and anthropological approaches to the study of medicine and biology. Topics might include interaction of disease and society; science, colonialism, and international health; impact of new technologies on medicine and the life sciences; neuroscience and psychiatry; race, biology and medicine. Specific emphasis varies from year to year.

Surveys social psychology and organization theory interpreted in the context of the managerial environment. Shares lectures with 15.301, with a separate recitation required. 15.301 is intended primarily for non-Sloan students, both graduate and undergraduate. Deals with a number of diverse subjects, including motivation and reward systems for engineers and scientists in industry; the aging of technical groups; the management of R&D matrix organizations; and the architecture of R&D laboratories and its effect on communication patterns in the organization.
15.301 is a core subject for students majoring in management science. A laboratory is a required element of the course for these students. It involves projects of an applied nature in behavioral science. Emphasizes use of behavioral science research methods to test hypotheses concerning organizational behavior. Instruction and practice in communication include report writing, team decision-making, and oral and visual presentation.

We function in our personal and professional lives based on knowledge and intuitions. Our intuition that we know a lot is very powerful. But sometimes intuitions are accurate and sometimes they are not; without research, it is hard to tell.
This course combines a few different goals: develop a critical eye for making inferences from data; be able to carry out simple data analysis; learn about managerial psychology; develop interesting new questions about managerial psychology and test these questions.

This course on global integration brings together matters of global markets and institutions, global strategy, organization, and leadership. Global integration, the process by which an organization with units around the world becomes united, will be presented as a link to entrepreneurship and general management. The seminar is offered only to those enrolled in the MIT Sloan Fellows Program and challenges the participants to draw upon their past managerial experiences, especially those affiliated with multinational companies.

This course approaches “managing the innovation process” through five levels of analysis: individual, team, network, organizational, and industrial. At each level of analysis, particular attention is given to the conditions under which innovation processes succeed and fail. The weekly readings consist of a mixture of book chapters, journal articles, and cases, and an online forum will be used for further discussion of the required readings outside of class. Tuesday classes will begin with a reflection exercise that entails critical thinking about the topic for the week, followed by an activity and lecture introducing material found both within and outside of the readings. Thursday classes will begin with a case analysis completed in small groups, followed by a discussion based on the issues raised in the case and online forum. The primary goal of the course is to expose students to a variety of perspectives on innovation, while building on past work experiences and preparing for work experiences in the future.

This course will consider the degree and nature of the modular organization of the mind and brain. We will focus in detail on the domains of objects, number, places, and people, drawing on evidence from behavioral studies in human infants, children, normal adults, neurological patients, and animals, as well as from studies using neural measures such as functional brain imaging and ERPs. With these domains as examples, we will address broader questions about the role of domain-general and domain-specific processing systems in mature human performance, the innateness vs. plasticity of encapsulated cognitive systems, the nature of the evidence for such systems, and the processes by which people link information flexibly across domains.

EDICO est un dispositif d’apprentissage à destination des adultes exerçant une activité professionnelle, quelle qu’elle soit : il vise à faire découvrir aux participant.e.s l’existence d’une méthodologie permettant de surmonter les dilemmes éthiques dans les organisations, privées ou publiques. Il s’agit d’un « serious game », c’est-à-dire d’un parcours ludique portant sur des questions sérieuses. Tout au long de ce parcours, les participant.e.s relateront des expériences individuelles, mais feront également des expériences collectives. Au terme du parcours, ils auront : 1. découvert l’importance des dilemmes éthiques, non seulement dans leur vie professionnelle, mais aussi dans celle des autres ; 2. identifié les valeurs en conflit et, à travers elles, le rôle des valeurs dans le monde du travail ; 3. compris que ces dilemmes ne sont pas insolubles… mais qu’il n’y a pas de recette miracle : 3a. il existe une pluralité de démarches possibles ; 3b. chaque démarche repose sur un triptyque entre : • choix d’un dilemme éthique, avec identification des valeurs en conflit • construction d’un scénario d’intervention, à l’aide d’une ou plusieurs modalités d’action • concrétisation du scénario élaboré collectivement, à l’aide d’un ou plusieurs outils d’animation de groupe. 3c. la rigueur de la démarche ne dépend pas de la solution finale mais de la capacité à articuler ces trois dimensions en vue d’obtenir la confiance de l’ensemble des participants et de nourrir des échanges de qualité. 4. acquis une méthodologie rigoureuse et reproductible, c’est-à-dire pouvant être utilisée dans d’autres situations. JEU D’ÉQUIPE : entre 12 et 24 personnes, réparties en groupes de 4 à 6 personnes. BUT DU JEU : créer des dispositions individuelles et collectives, permettant de surmonter des dilemmes éthiques dans les organisations. DURÉE CONSEILLÉE : une journée et demi – hors étape optionnelle – à organiser de manière flexible.

This series of research talks by members of the Department of Brain and Cognitive Sciences introduces students to different approaches to the study of the brain and mind.
Topics include:

From Neurons to Neural Networks
Prefrontal Cortex and the Neural Basis of Cognitive Control
Hippocampal Memory Formation and the Role of Sleep
The Formation of Internal Modes for Learning Motor Skills
Look and See: How the Brain Selects Objects and Directs the Eyes
How the Brain Wires Itself

This course focuses on the physical and economic renewal of urban neighborhood Main Streets by combining classroom work with an applied class project. The course content covers four broad areas:

an overview of the causes for urban business district decline, the challenges faced in revitalization and the type of revitalization strategies employed;
the physical and economic development planning tools used to understand and assess urban Main Streets from physical design and economic development perspectives;
the policies, interventions, and investments used to foster urban commercial revitalization; and
the formulation of a revitalization plan for an urban commercial district.

This course addresses the practical challenges of making an established company entrepreneurial and examines various roles related to corporate entrepreneurship. Outside speakers complement faculty lectures.

The goal of this course is to explore and develop plans of action for improving the job and career opportunities for today and tomorrow’s workforce. If we take the right actions we can shape the future of work in ways that meet the needs of workers, families, and their economies and societies. To do so we first have to understand how the world of work is changing, how firms can compete and prosper and support good jobs and careers, and how to update the policies and practices governing the world of work.

This subject is a seminar-style course aimed at anyone who is interested in founding a software company or working for a software company or company that uses software technology extensively as a senior manager, developer, or product/program manager. It is also appropriate for people interested in the industry or in working as an industry analyst. Many of the issues we discuss are highly relevant for companies whose businesses are heavily dependent on software, such as in e-business or financial services, or embedded software for industrial applications.

This course covers how to leverage major technology advances to significantly transform a business in the marketplace. There is a focus on major issues a business must deal with to transform its technical and market strategies successfully, including the organizational and cultural aspects that often cause such business transformations to fail. Class material draws from concrete experiences of IBM’s major transformation in the late 1990s, when it aggressively embraced the Internet and came up with its e-business strategy.