A.B.D. Nieuwborg
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9 records found
1
Journal article
(2025)
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Alexander Nieuwborg, Jesse Geurtsen, Nicolas Salliou, Ed Oomes, Suzanne Hiemstra-van Mastrigt, Marijke Melles
In an increasingly volatile world, organisations must be prepared to navigate high-impact crises such as pandemics, geopolitical tensions, and disasters. As a result, resilience has become a strategic priority. Operationalising resilience, however, remains challenging due to three key barriers. First, the complex, interconnected nature of organisations makes it difficult to understand interdependencies and implement effective resilience interventions. Second, many crises are considered unimaginable, so-called Black Swans, hampering proactive resilience-building. Third, resilience is highly contextual and conceptually ambiguous, leading to uncertainty about its practical application. To address these barriers, this study investigates what decision-makers within complex systems can learn from wargaming (i.e. the practice of simulating decision-making in environments of conflict or competition) Black Swans to support the operationalisation of resilience. Based on four wargames with 57 decision-makers from aviation, defence and other sectors, we conducted a thematic analysis to interpret their outcomes. Our findings suggest that wargaming helps decision-makers (1) develop a shared understanding of their organisation within its complex system; (2) imagine the impact of type-B (unknown knowns) and type-C (ignored knowns) Black Swans on their organisation; and (3) operationalise resilience-as-an-outcome while deepening their theoretical understanding of it. Finally, conducting wargames may enhance resilience capabilities, namely shared situational awareness, the management of keystone fragilities, anticipating future developments, and sensemaking. Our findings suggest that wargaming can be a valuable tool for organisations to operationalise resilience.
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In an increasingly volatile world, organisations must be prepared to navigate high-impact crises such as pandemics, geopolitical tensions, and disasters. As a result, resilience has become a strategic priority. Operationalising resilience, however, remains challenging due to three key barriers. First, the complex, interconnected nature of organisations makes it difficult to understand interdependencies and implement effective resilience interventions. Second, many crises are considered unimaginable, so-called Black Swans, hampering proactive resilience-building. Third, resilience is highly contextual and conceptually ambiguous, leading to uncertainty about its practical application. To address these barriers, this study investigates what decision-makers within complex systems can learn from wargaming (i.e. the practice of simulating decision-making in environments of conflict or competition) Black Swans to support the operationalisation of resilience. Based on four wargames with 57 decision-makers from aviation, defence and other sectors, we conducted a thematic analysis to interpret their outcomes. Our findings suggest that wargaming helps decision-makers (1) develop a shared understanding of their organisation within its complex system; (2) imagine the impact of type-B (unknown knowns) and type-C (ignored knowns) Black Swans on their organisation; and (3) operationalise resilience-as-an-outcome while deepening their theoretical understanding of it. Finally, conducting wargames may enhance resilience capabilities, namely shared situational awareness, the management of keystone fragilities, anticipating future developments, and sensemaking. Our findings suggest that wargaming can be a valuable tool for organisations to operationalise resilience.
From Bodily Functions to Bodily Fun
Approaching Pleasure as a Process when Designing with Sexual Experiences
This paper presents a conceptual exploration of designing sexual pleasure as an evolving whole-body experience. It addresses the historically narrow focus of research and technology on functional outcomes such as reproduction and orgasm. This limited perspective overlooks diverse desires, emotional connection, and sensory engagement, reinforcing restrictive norms that shape how individuals conceptualise and experience sexuality. To inform our design inquiry, we conducted a qualitative survey (N=143) to generate how individuals understand and experience sexual pleasure. Reflexive thematic analysis of the responses reveals the influence of culture and technology on sexuality, alongside several experiential dimensions: emotional and embodied connection, play and sensory immersion, and vulnerability. These insights, together with a theoretical foundation, guide a design exploration communicated through two provocations. These provocations serve as reflections of an alternative design orientation; one that challenges normative assumptions, views pleasure as an ongoing process, supports bodily exploration, and facilitates richer, more inclusive sexual experiences.
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This paper presents a conceptual exploration of designing sexual pleasure as an evolving whole-body experience. It addresses the historically narrow focus of research and technology on functional outcomes such as reproduction and orgasm. This limited perspective overlooks diverse desires, emotional connection, and sensory engagement, reinforcing restrictive norms that shape how individuals conceptualise and experience sexuality. To inform our design inquiry, we conducted a qualitative survey (N=143) to generate how individuals understand and experience sexual pleasure. Reflexive thematic analysis of the responses reveals the influence of culture and technology on sexuality, alongside several experiential dimensions: emotional and embodied connection, play and sensory immersion, and vulnerability. These insights, together with a theoretical foundation, guide a design exploration communicated through two provocations. These provocations serve as reflections of an alternative design orientation; one that challenges normative assumptions, views pleasure as an ongoing process, supports bodily exploration, and facilitates richer, more inclusive sexual experiences.
When the Black Swan looms
Operationalising resilience in airports
From the 2020s onwards, our society has dealt with many high-impact crises, such as the COVID-19 pandemic, the Suez Canal obstruction, and the Russo-Ukrainian war. These crises exposed multiple fragilities in our transportation system, supply chains and national security. In reaction to these crises, the interest in operationalising resilience by translating resilience aspiration to actionable interventions (e.g. training, products and strategies) peaked within multiple organisations. In this context, the Delft University of Technology in collaboration with the Royal Schiphol Group, the operator of Amsterdam Airport Schiphol, initiated a PhD research project to investigate how to operationalise resilience. Key to this project was its action research approach, through which I, as the PhD researcher, closely collaborated with the Innovation Hub and Operational Resilience team of the Royal Schiphol Group. This fruitful exchange between academia and practice resulted in five studies, each presented as a separate chapter, contributing a key piece to the puzzle of operationalising resilience...
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From the 2020s onwards, our society has dealt with many high-impact crises, such as the COVID-19 pandemic, the Suez Canal obstruction, and the Russo-Ukrainian war. These crises exposed multiple fragilities in our transportation system, supply chains and national security. In reaction to these crises, the interest in operationalising resilience by translating resilience aspiration to actionable interventions (e.g. training, products and strategies) peaked within multiple organisations. In this context, the Delft University of Technology in collaboration with the Royal Schiphol Group, the operator of Amsterdam Airport Schiphol, initiated a PhD research project to investigate how to operationalise resilience. Key to this project was its action research approach, through which I, as the PhD researcher, closely collaborated with the Innovation Hub and Operational Resilience team of the Royal Schiphol Group. This fruitful exchange between academia and practice resulted in five studies, each presented as a separate chapter, contributing a key piece to the puzzle of operationalising resilience...
Abstract. In the wake of the COVID-19 pandemic, the aviation industry is interested in becoming more resilient; however, its operationalisation remains challenging. This study aims to support the operationalisation of resilience by investigating the sources of resilience of airport crisis management teams' (CMTs). Through six training and debriefs with 54 operational managers and reflexive thematic analysis, three sources of resilience were identified. The first source emphasises the role of metacognition, where practitioners adopt a reflective approach to their decision-making. Metacognition is critical for creating shared situational awareness (SSA) and directionality. The study identified two ways to foster metacognition: being explicit and reflective about the SSA level and asking metacognitive questions. The second source is directionality, which involves establishing and adjusting a shared goal during disruptions. Directionality helps align CMTs, prioritise goals, and provide a benchmark for success. It also facilitates timely escalation to higher-management CMTs when necessary. The third source highlights the importance of mastering the rules of play (e.g. protocols, procedures and leadership styles) as it creates a robust decision-making process. Given the high turnover in aviation personnel, further research is needed to ensure that protocols and procedures are easy to use. Finally, the training methodology used in the study proved effective for evaluating and improving resilience capabilities. It provides a near-real-life experience that allows for detailed analysis. Further exploring the interactions between participants and antagonists could help develop a qualitative resilience indicator, offering new insights into measuring, standardising and operationalising resilience.
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Abstract. In the wake of the COVID-19 pandemic, the aviation industry is interested in becoming more resilient; however, its operationalisation remains challenging. This study aims to support the operationalisation of resilience by investigating the sources of resilience of airport crisis management teams' (CMTs). Through six training and debriefs with 54 operational managers and reflexive thematic analysis, three sources of resilience were identified. The first source emphasises the role of metacognition, where practitioners adopt a reflective approach to their decision-making. Metacognition is critical for creating shared situational awareness (SSA) and directionality. The study identified two ways to foster metacognition: being explicit and reflective about the SSA level and asking metacognitive questions. The second source is directionality, which involves establishing and adjusting a shared goal during disruptions. Directionality helps align CMTs, prioritise goals, and provide a benchmark for success. It also facilitates timely escalation to higher-management CMTs when necessary. The third source highlights the importance of mastering the rules of play (e.g. protocols, procedures and leadership styles) as it creates a robust decision-making process. Given the high turnover in aviation personnel, further research is needed to ensure that protocols and procedures are easy to use. Finally, the training methodology used in the study proved effective for evaluating and improving resilience capabilities. It provides a near-real-life experience that allows for detailed analysis. Further exploring the interactions between participants and antagonists could help develop a qualitative resilience indicator, offering new insights into measuring, standardising and operationalising resilience.
Conference paper
(2024)
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M. van der Bijl-Brouwer, S Celik, J.I.J.C. de Koning, A.B.D. Nieuwborg, N. Tromp
One of the emergent approaches towards designing (for) transitions and transformations is the application of systemic design: the integration of systems theories and practice with design theories and practices. Within this field we identified two dominant perspectives and associate practices: using systemic visualisations as a sense-making tool of complex challenges, and ‘designing from within’ by means of collective designing by system stakeholders. In this paper we introduce a third perspective and practice that we call ‘systemic design reasoning’. This perspective combines the abductive reasoning logic of design with various systems theories and practices to develop ‘systemic design rationales’. We developed six systemic design principles to support this reasoning practice. Each principle is based on a specific systems theory and practice. We illustrate the principles with examples of their application in research and in education. We conclude with a research agenda to further the practice of systemic design reasoning.
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One of the emergent approaches towards designing (for) transitions and transformations is the application of systemic design: the integration of systems theories and practice with design theories and practices. Within this field we identified two dominant perspectives and associate practices: using systemic visualisations as a sense-making tool of complex challenges, and ‘designing from within’ by means of collective designing by system stakeholders. In this paper we introduce a third perspective and practice that we call ‘systemic design reasoning’. This perspective combines the abductive reasoning logic of design with various systems theories and practices to develop ‘systemic design rationales’. We developed six systemic design principles to support this reasoning practice. Each principle is based on a specific systems theory and practice. We illustrate the principles with examples of their application in research and in education. We conclude with a research agenda to further the practice of systemic design reasoning.
The COVID-19 pandemic proved to be an existential public health and economic crisis for the airport system. An interview study was conducted using Amsterdam Airport Schiphol as a use case to prepare for future public health disruptions. The study aimed to uncover key experiences and lessons learned by an airport system during the COVID-19 pandemic by interviewing 16 experts from airport operators, airlines, public health agencies, security services, and the government. After thematic analysis, four themes emerged. The first theme addressed the limited readiness of the airport system; the COVID-19 pandemic seemed unimaginable regardless of prior experiences with infectious diseases or weak signals. The second theme depicts an airport system running behind the facts, one that had difficulties implementing operational interventions and had to deal with extensive reorganisations. The third theme illustrated the complex relational dynamics within the airport system, such as the hesitancy of public health stakeholders towards aviation stakeholders and the government utilising a top-down approach. Finally, theme four provides lessons learned for the future whereby actively fostering a systemic approach, sensemaking capabilities, and informal relations are recommended. Current constructions like Crisis Management Teams and the Airport Operations Centre support these learnings. Further reflection and operationalisation of the study's findings are critical to proactively supporting the airport system's transition from a potential pandemic liability to a strategic asset in mitigating public health disruptions.
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The COVID-19 pandemic proved to be an existential public health and economic crisis for the airport system. An interview study was conducted using Amsterdam Airport Schiphol as a use case to prepare for future public health disruptions. The study aimed to uncover key experiences and lessons learned by an airport system during the COVID-19 pandemic by interviewing 16 experts from airport operators, airlines, public health agencies, security services, and the government. After thematic analysis, four themes emerged. The first theme addressed the limited readiness of the airport system; the COVID-19 pandemic seemed unimaginable regardless of prior experiences with infectious diseases or weak signals. The second theme depicts an airport system running behind the facts, one that had difficulties implementing operational interventions and had to deal with extensive reorganisations. The third theme illustrated the complex relational dynamics within the airport system, such as the hesitancy of public health stakeholders towards aviation stakeholders and the government utilising a top-down approach. Finally, theme four provides lessons learned for the future whereby actively fostering a systemic approach, sensemaking capabilities, and informal relations are recommended. Current constructions like Crisis Management Teams and the Airport Operations Centre support these learnings. Further reflection and operationalisation of the study's findings are critical to proactively supporting the airport system's transition from a potential pandemic liability to a strategic asset in mitigating public health disruptions.
The COVID-19 pandemic exposed the existential public health and economic fragilities of the civil aviation industry. To prevent future public health disruptions, the civil aviation industry is gaining interest in becoming more “resilient” but rarely elaborates on its meaning, hampering decision-making and strategy development. When looking into the academic literature it seems that a proliferation of resilience-related concepts occurred. Although enriching resilience, it also dilutes its meaning and reduces its use for practice. This paper aims to create concept clarity regarding resilience by proposing a categorization of resilience. Based upon a scoping review, this categorization dissects resilience into four reoccurring aspects: fragility, robustness, adaptation, and transformation. This categorization is expected to support sensemaking in disruptive times while assisting decision-making and strategy development on resilience. When applying this categorization in the civil aviation and public health context, the transformative aspect seems underused. Further research will focus on maturing the categorization of resilience and its use as a sensemaking tool.
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The COVID-19 pandemic exposed the existential public health and economic fragilities of the civil aviation industry. To prevent future public health disruptions, the civil aviation industry is gaining interest in becoming more “resilient” but rarely elaborates on its meaning, hampering decision-making and strategy development. When looking into the academic literature it seems that a proliferation of resilience-related concepts occurred. Although enriching resilience, it also dilutes its meaning and reduces its use for practice. This paper aims to create concept clarity regarding resilience by proposing a categorization of resilience. Based upon a scoping review, this categorization dissects resilience into four reoccurring aspects: fragility, robustness, adaptation, and transformation. This categorization is expected to support sensemaking in disruptive times while assisting decision-making and strategy development on resilience. When applying this categorization in the civil aviation and public health context, the transformative aspect seems underused. Further research will focus on maturing the categorization of resilience and its use as a sensemaking tool.
Accelerating Innovation
An action research approach for PhD research
This poster presents the “Accelerating Innovation” programme, a set up for
three PhD research projects that was created within the collaboration between the
Royal Schiphol Group and the Industrial Design Engineering faculty of the TU Delft.
With this collaboration, researchers from the IDE faculty were engaged in three challenges: (1) designing towards pandemic antifragility in Multimodal Transport Hubs (MTHs); (2) transforming Airport Hubs into passenger-oriented MTHs, and (3) investigating the adoption of autonomous processes in the context of organizations. An action research methodology is followed in the projects, meaning that the researchers are embedded in the organization, and actively participate in daily
practice. This poster presents the scope of the three projects, as well as the studies and academic supervision tasks that the researchers have undertaken until now; we hope to contribute with an example of action-research oriented PhD projects, which could serve to ilustrate transdisciplinary research perspectives.
...
three PhD research projects that was created within the collaboration between the
Royal Schiphol Group and the Industrial Design Engineering faculty of the TU Delft.
With this collaboration, researchers from the IDE faculty were engaged in three challenges: (1) designing towards pandemic antifragility in Multimodal Transport Hubs (MTHs); (2) transforming Airport Hubs into passenger-oriented MTHs, and (3) investigating the adoption of autonomous processes in the context of organizations. An action research methodology is followed in the projects, meaning that the researchers are embedded in the organization, and actively participate in daily
practice. This poster presents the scope of the three projects, as well as the studies and academic supervision tasks that the researchers have undertaken until now; we hope to contribute with an example of action-research oriented PhD projects, which could serve to ilustrate transdisciplinary research perspectives.
...
This poster presents the “Accelerating Innovation” programme, a set up for
three PhD research projects that was created within the collaboration between the
Royal Schiphol Group and the Industrial Design Engineering faculty of the TU Delft.
With this collaboration, researchers from the IDE faculty were engaged in three challenges: (1) designing towards pandemic antifragility in Multimodal Transport Hubs (MTHs); (2) transforming Airport Hubs into passenger-oriented MTHs, and (3) investigating the adoption of autonomous processes in the context of organizations. An action research methodology is followed in the projects, meaning that the researchers are embedded in the organization, and actively participate in daily
practice. This poster presents the scope of the three projects, as well as the studies and academic supervision tasks that the researchers have undertaken until now; we hope to contribute with an example of action-research oriented PhD projects, which could serve to ilustrate transdisciplinary research perspectives.
three PhD research projects that was created within the collaboration between the
Royal Schiphol Group and the Industrial Design Engineering faculty of the TU Delft.
With this collaboration, researchers from the IDE faculty were engaged in three challenges: (1) designing towards pandemic antifragility in Multimodal Transport Hubs (MTHs); (2) transforming Airport Hubs into passenger-oriented MTHs, and (3) investigating the adoption of autonomous processes in the context of organizations. An action research methodology is followed in the projects, meaning that the researchers are embedded in the organization, and actively participate in daily
practice. This poster presents the scope of the three projects, as well as the studies and academic supervision tasks that the researchers have undertaken until now; we hope to contribute with an example of action-research oriented PhD projects, which could serve to ilustrate transdisciplinary research perspectives.
Conference paper
(2021)
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A.B.D. Nieuwborg, S. Hiemstra-van Mastrigt, M. Melles, S.C. Santema, Jan Zekveld
The outbreak of COVID-19 demonstrated the fragility of the transportation system and its Multimodal Transport Hubs (MTHs). Global travel reduced dramatically, leading to an existential crisis in MTHs. To cope with the pandemic, MTHs implemented multiple resilient measurements including social distancing, rapid testing regimes, and infrared cameras. Although these measurements are valuable tools, this research advocates to transcend resilient measures and move towards antifragility by applying a systems thinking approach. As Nassim Taleb (2013) defines: “Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better.” Our goal is to contribute to a long-term future of the transportation system by transforming MTHs into a tool to effectuate antifragility during the management of health disruptions.
...
The outbreak of COVID-19 demonstrated the fragility of the transportation system and its Multimodal Transport Hubs (MTHs). Global travel reduced dramatically, leading to an existential crisis in MTHs. To cope with the pandemic, MTHs implemented multiple resilient measurements including social distancing, rapid testing regimes, and infrared cameras. Although these measurements are valuable tools, this research advocates to transcend resilient measures and move towards antifragility by applying a systems thinking approach. As Nassim Taleb (2013) defines: “Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better.” Our goal is to contribute to a long-term future of the transportation system by transforming MTHs into a tool to effectuate antifragility during the management of health disruptions.