54,481 research outputs found

    Pro-active Meeting Assistants: Attention Please!

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    This paper gives an overview of pro-active meeting assistants, what they are and when they can be useful. We explain how to develop such assistants with respect to requirement definitions and elaborate on a set of Wizard of Oz experiments, aiming to find out in which form a meeting assistant should operate to be accepted by participants and whether the meeting effectiveness and efficiency can be improved by an assistant at all. This paper gives an overview of pro-active meeting assistants, what they are and when they can be useful. We explain how to develop such assistants with respect to requirement definitions and elaborate on a set of Wizard of Oz experiments, aiming to find out in which form a meeting assistant should operate to be accepted by participants and whether the meeting effectiveness and efficiency can be improved by an assistant at all

    Pro-active Meeting Assistants : Attention Please!

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    This paper gives an overview of pro-active meeting assistants, what they are and when they can be useful. We explain how to develop such assistants with respect to requirement definitions and elaborate on a set of Wizard of Oz experiments, aiming to find out in which form a meeting assistant should operate to be accepted by participants and whether the meeting effectiveness and efficiency can be improved by an assistant at all

    An Automated Negotiation-based Framework via Multi-Agent System for the Construction Domain

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    In this paper, we propose an automated multi-agent negotiation framework for decision making in the construction domain. It enables software agents to conduct negotiations and autonomously make decisions. The proposed framework consists of two types of components, internal and external. Internal components are integrated into the agent architecture while the external components are blended within the environment to facilitate the negotiation process. The internal components are negotiation algorithm, negotiation style, negotiation protocol, and solution generators. The external components are the negotiation base and the conflict resolution algorithm. We also discuss the decision making process flow in such system. There are three main processes in decision making for specific projects, which are propose solutions, negotiate solutions and handling conflict outcomes (conflict resolution). We finally present the proposed architecture that enables software agents to conduct automated negotiation in the construction domain

    Enriching conflict resolution environments with the provision of context information

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    It is a common affair to settle disputes out of courts nowadays, through negotiation, mediation or any other mean. This has also been implemented over telecommunication means under the so-called Online Dispute Resolution methods. However, this new technology-supported approach is impersonal and cold, leaving aside important issues such as the disputants’ body language, stress level or emotional response while being based on forms, e-mails or chat rooms. To overcome this shortcoming in this paper it is proposed the creation of intelligent environments for conflict resolution that can complement the existing tools with important knowledge about the context of interaction. This will allow decisionmakers to take better framed decisions based not only on figures but also on important contextual information, similarly to what happens when parties communicate in the physical presence of each other.This work is part-funded by ERDF - European Regional Development Fund through the COMPETE Programme (operational programme for competitiveness) and by National Funds through the FCT - Fundação para a Ciência e a Tecnologia (Portuguese Foundation for Science and Technology) within project FCOMP-01-0124-FEDER-028980 (PTDC/EEI-SII/1386/2012) and PEst-OE/ EEI/UI0752/2011. The work of Davide Carneiro is also supported by a doctoral grant by FCT (SFRH/BD/64890/2009).info:eu-repo/semantics/publishedVersio

    Defining agents’ behaviour for negotiation contexts

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    Agents who represent participants in the group decision-making context require a certain number of individual traits in order to be successful. By using argumentation models, agents are capable to defend the interests of those who they represent, and also justify and support their ideas and actions. However, regardless of how much knowledge they might hold, it is essential to define their behaviour. In this paper (1) is presented a study about the most important models to infer different types of behaviours that can be adapted and used in this context, (2) are proposed rules that must be followed to affect positively the system when defining behaviours and (3) is proposed the adaptation of a conflict management model to the context of Group Decision Support Systems. We propose one approach that (a) intends to reflect a natural way of human behaviour in the agents, (b) provides an easier way to reach an agreement between all parties involved and (c) does not have high configuration costs to the participants. Our approach will offer a simple yet perceptible configuration tool that can be used by the participants and contribute to more intelligent communications between agents and makes possible for the participants to have a better understanding of the types of interactions experienced by the agents belonging to the system.This work is part-funded by ERDF - European Regional Development Fund through the COMPETE Programme (operational programme for competitiveness) within project FCOMP-01-0124-FEDER-028980 (PTDC/EEISII/1386/2012) and by National Funds through the FCT - Fundação para a Ciência e a Tecnologia (Portuguese Foundation for Science and Technology) with the João Carneiro PhD grant with the reference SFRH/BD/89697/2012.info:eu-repo/semantics/publishedVersio

    Correspondences and Contradictions in International and Domestic Conflict Resolution: Lessons From General Theory and Varied Contexts

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    Does the field of conflict resolution have any broadly applicable theories that work across the different domains of international and domestic conflict? Or, are contexts, participants, and resources so domain specific and variable that only thick descriptions of particular contexts will do? These are important questions which have been plaguing me in this depressing time for conflict resolution professionals, from September 11,2001 (9/11), to the war against Iraq. Have we learned anything about conflict resolution that really does improve our ability to describe, predict, and act to reduce unnecessary and harmful conflict? These are the questions I want to explore in this essay, all the while knowing that I will ask more questions than I have answers to. My hope is to spark more rigorous attention to the possibility of comparative dispute resolution study and practice, using key concepts, theories, empirical studies, practical wisdom, and experiential insights to spark and encourage more multi-level and multi-unit analysis of some of our shared propositions

    A Human-Centered Approach for Designing Decision Support Systems

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    The choice to include the human in the decision process affects four key areas of system design: problem representation, system analysis and design, solution technique selection, and interface requirements specification. I introduce a design methodology that captures the necessary choices associated with each of these areas. In particular I show how this methodology is applied to the design of an actual decision Support system for satellite operations scheduling. Supporting the user\u27s ability to monitor the actions of the system and to guide the decision process of the system are two key considerations in the successful design of a decision support system. Both of these points rely on the correct specification of human-computer interaction points. Traditional, computer-centered system design approaches do not do this well, if at all, and are insufficient for the design of decision support systems. These approaches typically leave the definition of human-computer interaction points till after the component and system level designs are complete. This is too late however since the component and system level design decisions can impose inflexible constraints on the choice of the human-computer interaction points. This often leads to the design of human-computer interaction points that are only good enough. These approaches result in ill-conceived problem representations and poor user-system interaction points because the system lacks the underlying architecture to support these constructs efficiently. Decision support systems require a new, human-centered design approach rather than the traditional computer-centered approaches

    Leadership in Small Societies

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    Multi-agent simulation was used to study several styles of leadership in small societies. Populations of 50 and100 agents inhabited a bounded landscape containing a fixed number of food sources. Agents moved about the landscape in search of food, mated, produced offspring, and died either of hunger or at a predetermined maximum age. Leadership models focused on the collection and redistribution of food. The simulations suggest that individual households were more effective at meeting their needs than a simple collection-redistribution scheme. Leadership affected the normative makeup of the population: altruistic leaders caused altruistic societies and demanding leaders caused aggressive societies. Specific leadership styles did not provide a clear advantage when two groups competed for the same resources. The simulation results are compared to ethnographic observations of leadership in Pacific island societies.Leadership, Reciprocity, Pacific Island Societies, Norms

    The Partnership Paperchase: Structuring Partnership Agreements in Water and Sanitation in Low-income Communities

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    Tripartite partnerships between water utilities, local government and civil society are often seen as a good way to deliver services to informal urban communities and slums. However, while these 'partnerships' can be seen as benign relationships, they often fail because the incentives and interests of the partners are not well aligned. In this report, the authors argue that the development of robust documentation (in forms which consitute a 'contractual' agreement) can enhance the performance of such partnerships. Aspects of the partnership which should be included in such documentation include roles and responsibilities, financing, objectives and indicators of success and dispute-resolution mechanisms. The report provides practical guidance and examples of good practice to guide the reader through a process of developing such documentation

    Using mediation to solve disputes with avoiding parties

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    In virtually every environment there is the chance that, sooner or later, a dispute will arise. Disputes can take place in the most different scenarios and concern the most different subjects. With the advent of the telecommunication technologies, disputes also started to take place in virtual environments. In order to settle these new disputes, Online Dispute Resolution tools started to emerge. In this paper we present one of such tools, aimed at supporting mediation between two or more parties. Specifically, this tool looks at past known mediation processes and tries to guide the process into a successful outcome. It targets scenarios in which one or more party exhibits avoiding or uncooperative conflict styles, i.e., the party cannot or is not willing to generate valid proposals for dispute resolution.Fundação para a Ciência e a Tecnologia (FCT) - TIARAC - Telematics and Artificial Intelligence in Alternative Conflict Resolution Project (PTDC/JUR/71354/2006
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