A theoretical framework for computer models of cooperative dialogue, acknowledging multi-agent conflict

This thesis describes a theoretical framework for modelling cooperative dialogue. The linguistic theory is a version of speech act theory adopted from Cohen and Levesque, in which dialogue utterances are generated and interpreted pragmatically in the context of a theory of rational interaction. The latter is expressed as explicitly and formally represented principles of rational agenthood and cooperative interaction. The focus is the development of strategic principles of multi-agent interaction as such a basis for cooperative dialogue. In contrast to the majority of existing work, these acknowledge the Positive role of conflict to multi-agent cooperation. and make no assumptions regarding the benevolence and sincerity of agents. The result is a framework wherein agents can resolve conflicts by negotiation. It is a preliminary stage to the future building of computer models of cooperative dialogue for both HCI and DAI, which will therefore be more widely and generally applicable than those currently in existence. The theory of conflict and cooperation is expressed in the different patterns of mental states which characterise multi-agent conflict, cooperation and indifference as three alternative postural relations. Agents can recognise and potentially create these. Dialogue actions are the strategic tools with which mental states can be manipulated, whilst acknowledging that agents are autonomous over their mental states; they have control over what they acquire and reveal in dialogue. Strategic principles of belief and goal adoption are described in terms of the relationships between autonomous agents' beliefs, goals, preferences, and interests, and the relation of these to action. Veracity, mendacity, concealing and revealing are defined as properties of acts. The role of all these elements in reasoning about dialogue action and conflict resolution, is tester in analyses of two example dialogues; a record of a real trade union negotiation and an extract from "Othello" by Shakespeare

Artificial cognitive control system based on the shared circuits model of sociocognitive capacities. A first approach

sharedcircuitmodels is presented in this work. The sharedcircuitsmodelapproach of sociocognitivecapacities recently proposed by Hurley in The sharedcircuitsmodel (SCM): how control, mirroring, and simulation can enable imitation, deliberation, and mindreading. Behavioral and Brain Sciences 31(1) (2008) 1–22 is enriched and improved in this work. A five-layer computational architecture for designing artificialcognitivecontrolsystems is proposed on the basis of a modified sharedcircuitsmodel for emulating sociocognitive experiences such as imitation, deliberation, and mindreading. In order to show the enormous potential of this approach, a simplified implementation is applied to a case study. An artificialcognitivecontrolsystem is applied for controlling force in a manufacturing process that demonstrates the suitability of the suggested approac

Autonomy in the real real-world: A behaviour based view of autonomous systems control in an industrial product inspection system

The thesis presented in this dissertation appears in two sequential parts that arose from an exploration of the use of Behaviour Based Artificial Intelligence (BBAI) techniques in a domain outside that of robotics, where BBAI is most frequently used. The work details a real-world physical implementation of the control and interactions of an industrial product inspection system from a BBAI perspective. It concentrates particularly on the control of a number of active laser scanning sensor systems (each a subsystem of a larger main inspection system), using a subsumption architecture. This industrial implementation is in itself a new direction for BBAI control and an important aspect of this thesis. However, the work has also led on to the development of a number of key ideas which contribute to the field of BBAI in general. The second part of the thesis concerns the nature of physical and temporal constraints on a distributed control system and the desirability of utilising mechanisms to provide continuous, low-level learning and adaptation of domain knowledge on a sub-behavioural basis. Techniques used include artificial neural networks and hill-climbing state-space search algorithms. Discussion is supported with examples from experiments with the laser scanning inspection system. Encouraging results suggest that concerted design effort at this low level of activity will benefit the whole system in terms of behavioural robustness and reliability. Relevant aspects of the design process that should be of value in similar real-world projects are identified and emphasised. These issues are particularly important in providing a firm foundation for artificial intelligence based control systems

Agents for educational games and simulations

This book consists mainly of revised papers that were presented at the Agents for Educational Games and Simulation (AEGS) workshop held on May 2, 2011, as part of the Autonomous Agents and MultiAgent Systems (AAMAS) conference in Taipei, Taiwan. The 12 full papers presented were carefully reviewed and selected from various submissions. The papers are organized topical sections on middleware applications, dialogues and learning, adaption and convergence, and agent applications

Behavioural aspects of transfer pricing in U.K. decentralised companies

The central theme of this dissertation is the organisational and behavioural dimension of the transfer pricing problem as part of the management control process in the large decentralised company. The study examines the origin and developments of the problem through an extensive review of both the theoretical literature and a large number of previous empirical investigations. It is concluded from this literature review that the divergence between the theoretical prescriptions and practice stems from a conceptual and methodological deficiency as the problem has been repeatedly studied out of its context of decentralised managerial responsibility. Hence, the present study attempts to provide explanations as to why companies have particular transfer pricing policies by locating the problem in its context, that is the decentralised company. The organisational and behavioural approach adopted relates the transfer pricing system to the company's strategy, structure and culture through a multi-disciplinary analysis. The study draws on the literature on contingency theory, economics of the firm and agency theory to analyse the intricate relationships between the transfer pricing system, the company's structure and strategy and managerial behaviour. Great emphasis is placed on the managerial implications of transfer pricing through a questionnaire and interview survey of a sample of large divisionalised companies in the U.K

Looking at the management sciences through the lens of autopoietic theory

The broad aim of this research has been to employ the various propositions of Humberto Maturana, as derived from his and Francisco Varela's central concept 'Autopoiesis', as a lens or frame through which to critically reflect on both Management Science and major traditions within it. Such reflection has been carried out with both a 'critical' and a 'developmental eye'. From a critical standpoint the research identifies gaps in existing understandings, and suggests ways in which these may be plugged. Used in this mode, the research shows that Autopoietic Theory is a body of knowledge that management scientists, especially inexperienced ones, can turn to as a means of enriching and/or enhancing their practice in distinctive ways, or allowing them to better prepare for it. Used from a developmental standpoint, the research shows how Maturana's epistemological propositions invoke a particular kind of critically reflective Management Science practice, and, how Autopoietic Theory more generally, can stretch the limits of existing practice. In developing these lines of argumentation the main contribution of the work is to remind members of the various Management Science communities that theirs is an activity that is carried out by real human beings first and by impartial scientists second; moreover, that Management Science is an activity that takes place in human, social and organisational contexts. Acknowledgement of this has far reaching ramifications. In that regard, the main contribution of the research can be taken to be an argument in favour of repositioning 'humanity', in all its various facets, much more centrally within the discipline than has been the case hitherto