Disciplinary matrix

For chemistry as a whole, and for each of these chemical disciplines, there developed a historical (indeed, genealogical) legacy and a core literature, as well as a set of shared problems, practices, principles, and values. Thomas Kuhn has treated such disciplinary components as categories of the "paradigm" or the "disciplinary matrix," which are useful in understanding normal science before its transformation during a period of revolution.5 My concern is not revolution but the evolution of eighteenth-century chemical philosophy, whose practitioners aspired to understand the dynamics of matter, into twentieth-century theoretical chemistry, whose practitioners claimed to do so. 

Finally, it seems obvious that chemical engineering education needs to be built around a core at the graduate as well as the undergraduate level. The core should emphasize the disciplinary matrix the analysis of chemical and physical rate processes. Whatever new directions are being taken in research, whether oriented toward a traditional engineering outlook or toward basic science, the universality of the profession should be a major focus when these areas are integrated into the course of study. 

An interpretation of the different risk classes for the right matrix in Figure 29 is not made. The perceived risk is only derived for prioritizing the precursors so no interpretation is necessary. Class 1 risk means that the precursor present in this class will be analysed first, precursors in Class 2 risk, second, etc. The final decision, which precursors will be analysed further if there are more precursors belonging to the same class of perceived risk, is made by the multi-disciplinary group of experts, who established the perceived consequences. 

To establish the individual risks of all precursors the properties likelihood and perceived consequences are combined in the derived risk matrix, as shown in Figure 29. If there are several precursors of the same class of perceived risk the final choice of which precursor will be analysed further is made by the multi-disciplinary group of experts which established the perceived consequences. 

The second step, of sorting the selected precursors according to their perceived safety related consequences, is achieved by studying safety reports and confronting the precursors with multi-disciplinary experts, i.e. experts from production, maintenance and safety. The expert group provided the identified precursors with perceived safety related consequences, by formulating possible scenario s, from which the consequences could be obtained. From both the likelihood (see Table 17) and perceived consequences, the perceived risk class is obtained, as discussed in Chapter 5. Figure 42 shows the risk matrix for the precursors presented in Table 17. 

Within firms, the hybrid or matrix concept has become increasingly fashionable in pharmaceutical companies. Project teams are created that comprise membership from departments with specific technical, organizational, and management expertise. Such teams form and dissolve as the need arises. In principle, advantages of the matrix structure include cross-disciplinary enrichment of the team s activities and crossfertilization of expertise. Disadvantages of the matrix system include a relative lack of professional development for specific technical expertise for each team member, the potential for cross-departmental rivalry, and competition for each team member s time based on the needs of the interdisciplinary project versus those of his/her technical "home" department (Verona and Ravasi 2003). These multi-functional teams have the potential to increase bureaucracy and delay innovation. At least on a small scale, it may be better to solve a problem with two people rather than with ten. 

The matrix system is commonly used internally within R D Groups, especially when research is product orientated and multi-disciplinary. This will be covered in Section B, 1.2.1. Most companies use matrix management for major projects, whether these be internal, e.g. the construction of a plant or facility, or have an external end point, e.g. the delivery of a product or service to the market. The specific use of empowered multi-disciplinary or cross functional teams working in a matrix, applied specifically to the reduction in the lead time for delivering projects, will be considered again in Section D. 

Multi-disciplinary support for hearing conservation programs requires someone to coordinate the activities of each professional. Beyond that, someone in this professional matrix has to function as the program advocate. According to the Roysters, this key individual should have the communication skills to relate a strong passion for the program.2... 

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