Transformation in a changing climate: a research agenda

The concept of transformation in relation to climate and other global change is increasingly receiving attention. The concept provides important opportunities to help examine how rapid and fundamental change to address contemporary global challenges can be facilitated. This paper contributes to discussions about transformation by providing a social science, arts and humanities perspective to open up discussion and set out a research agenda about what it means to transform and the dimensions, limitations and possibilities for transformation. Key focal areas include: (1) change theories, (2) knowing whether transformation has occurred or is occurring; (3) knowledge production and use; (4), governance; (5) how dimensions of social justice inform transformation; (6) the limits of human nature; (7) the role of the utopian impulse; (8) working with the present to create new futures; and (9) human consciousness. In addition to presenting a set of research questions around these themes the paper highlights that much deeper engagement with complex social processes is required; that there are vast opportunities for social science, humanities and the arts to engage more directly with the climate challenge; that there is a need for a massive upscaling of efforts to understand and shape desired forms of change; and that, in addition to helping answer important questions about how to facilitate change, a key role of the social sciences, humanities and the arts in addressing climate change is to critique current societal patterns and to open up new thinking. Through such critique and by being more explicit about what is meant by transformation, greater opportunities will be provided for opening up a dialogue about change, possible futures and about what it means to re-shape the way in which people live

Reusability in software engineering

This paper surveys recent work concerning reusability in software engineering. The current directions in software reusability are discussed, and the two major approaches of reusable building blocks and reusable patterns studied. An extensive bibliography, parts of which are annotated, is included

Technology Transfer Versus Transformation

Research defines technology transfer from the viewpoint of business processes and personnel skills (Rogers, Takegami & Yin, 2001). The focus is on action to adapt and embrace an existing technology to gain efficiency (Gilsing et al., 2011). We examine this phenomenon as innovation based on the ability to transfer existing needs, desires, behaviors, and expectations to new technology. We find technology is adopted when transfer opportunities become manifest and each transfer builds upon its predecessor to create transformation in the long term. This relationship between transfer and transformation gradually builds technology adoption across chasms of the S-curve technology innovation curve

The influence of conceptual user models on the creation and interpretation of diagrams representing reactive systems

In system design, many diagrams of many different types are used. Diagrams communicate design aspects between members of the development team, and between these experts and the non-expert customers and future users. Mastering the creation of diagrams is often a challenging task, judging by particular errors persistently found in diagrams created by undergraduate computer science students. We assume a possible misalignment between human perception and cognition on the one hand and the diagrams’ structure and syntax on the other. This article presents the results of an investigation of such a misalignment. We focus on the deployment of so-called 'conceptual user models' (mental models, created by users in their mind) at the creation of diagrams. We propose a taxonomy for mental mappings, used for categorization of representations. We describe an experiment where naive and novice subjects created one or several diagrams of a familiar task. We use our taxonomy for analysing these diagrams, both for the represented task structure and the symbols used. The results indeed show a mismatch between mental models and currently used diagram techniques

Knowledge data discovery and data mining in a design environment

Designers, in the process of satisfying design requirements, generally encounter difficulties in, firstly, understanding the problem and secondly, finding a solution [Cross 1998]. Often the process of understanding the problem and developing a feasible solution are developed simultaneously by proposing a solution to gauge the extent to which the solution satisfies the specific requirements. Support for future design activities has long been recognised to exist in the form of past design cases, however the varying degrees of similarity and dissimilarity found between previous and current design requirements and solutions has restrained the effectiveness of utilising past design solutions. The knowledge embedded within past designs provides a source of experience with the potential to be utilised in future developments provided that the ability to structure and manipulate that knowledgecan be made a reality. The importance of providing the ability to manipulate past design knowledge, allows the ranging viewpoints experienced by a designer, during a design process, to be reflected and supported. Data Mining systems are gaining acceptance in several domains but to date remain largely unrecognised in terms of the potential to support design activities. It is the focus of this paper to introduce the functionality possessed within the realm of Data Mining tools, and to evaluate the level of support that may be achieved in manipulating and utilising experiential knowledge to satisfy designers' ranging perspectives throughout a product's development

Decisiveness

This paper investigates how the presence of strong leadership influences an organization's ability to acquire and process information. The key concept is the leader's decisiveness. A decisive leader can make a bold move in response to a large change in the underlying landscape, whereas an indecisive leader biases her position excessively towards the status quo. An organization led by an indecisive leader needs to accumulate unrealistically strong evidence before it changes the course of action, thereby hindering the organization's ability to adapt to a changing environment. The analysis identifies several attributes and environmental factors that impair one's decisiveness and illuminates how leadership emerges or fades in organizations. The paper also sheds light on a classical issue of whether leaders can be made, rather than are born: our answer is partially `yes' in that mutual trust among members of the organization is a critical ingredient of effective leadership.Decisiveness, Transformational leadership, Charismatic leadership, Information acquisition, Career concerns.

Unlocking medical leadership’s potential:a multilevel virtuous circle?

Background and aim: Medical leadership (ML) has been introduced in many countries, promising to support healthcare services improvement and help further system reform through effective leadership behaviours. Despite some evidence of its success, such lofty promises remain unfulfilled. Method: Couched in extant international literature, this paper provides a conceptual framework to analyse ML's potential in the context of healthcare's complex, multifaceted setting. Results: We identify four interrelated levels of analysis, or domains, that influence ML's potential to transform healthcare delivery. These are the healthcare ecosystem domain, the professional domain, the organisational domain and the individual doctor domain. We discuss the tensions between the various actors working in and across these domains and argue that greater multilevel and multistakeholder collaborative working in healthcare is necessary to reprofessionalise and transform healthcare ecosystems

Burning Man Values Examined: Gratitude as a Culturally-Driven and Value-Based Organizational Mainstay

Gratitude expression is examined as a culturally-derived principle that can be adopted as a best practices strategy that can make organizations more dynamic and human relationships more meaningful. Burning Man is presented as an exemplar of gratitude implementation by crafting the expression of gratitude into an elevated organizational phenomenon (including a cultural principal of unconditional gifting). Burning Man has also crafted a “Culture of Appreciation” as a set of organizationally-derived practices complementary to processes of gratitude implementation. The paper concludes with a discussion of gratitude and appreciation as an organizational mainstay