15,624 research outputs found

    Overcoming Troublesome Knowledge in Threshold Concepts Learning: The Case of Theoretical Reasoning in Undergraduate Political Studies

    Get PDF
    This paper investigates the challenges posed by troublesome knowledge in undergraduate politics learning. Theoretical reasoning is taken as the chief example of troublesome threshold concept in politics, and the problem of crossing the ‘liminal space’ is discussed. The pedagogy of games is offered as a model for overcoming the learner’s anxiety in crossing the threshold. A literature review on the pedagogy of games suggests that games make the liminal space less problematic. First, during a game the tacit rules of reasoning are uncovered and become the rules of the game itself. Second, the humorous environment reduces learners’ anxiety in dealing with troublesome knowledge. Reflective analysis on two episodes in an undergraduate class corroborates the finding of the literature, and highlights one further element of game and playfulness that makes the rite of passage more pleasant and productive: games are also a gateway for social cohesion and reciprocal trust, increasing the intimacy among students through playful teasing and imagination. The paper concludes that teaching styles that encourage reciprocal approachability are most effective in helping learners to comprehend threshold concepts.Final Published versio

    After Inclusion

    Get PDF
    What forms of discrimination are likely to be salient in the coming decade? This review flags a cluster of problems that roughly fall under the rubric of inclusive exclusions or discrimination by inclusion. Much contemporary discrimination theory and empirical work is concerned not simply with mapping the forces that keep people out of the labor market but also with identifying the forces that push them into hierarchical structures within workplaces and labor markets. Underwriting this effort is the notion that, although determining what happens before and during the moment in which a prospective employee is excluded from an employment opportunity remains crucial to antidiscrimination theory and practice, significant employment discrimination problems can occur after a person is hired and becomes an employee. These problems transcend racial and sexual harassment. They include a range of subtle institutional practices and interpersonal dynamics that create systemic advantages for some employees and disadvantages for others. We predict that the next generation of race discrimination scholarship will engage these “after inclusion” workplace difficulties theoretically, empirically, and doctrinally

    After Inclusion

    Get PDF
    What forms of discrimination are likely to be salient in the coming decade? This review flags a cluster of problems that roughly fall under the rubric of inclusive exclusions or discrimination by inclusion. Much contemporary discrimination theory and empirical work is concerned not simply with mapping the forces that keep people out of the labor market but also with identifying the forces that push them into hierarchical structures within workplaces and labor markets. Underwriting this effort is the notion that, although determining what happens before and during the moment in which a prospective employee is excluded from an employment opportunity remains crucial to antidiscrimination theory and practice, significant employment discrimination problems can occur after a person is hired and becomes an employee. These problems transcend racial and sexual harassment. They include a range of subtle institutional practices and interpersonal dynamics that create systemic advantages for some employees and disadvantages for others. We predict that the next generation of race discrimination scholarship will engage these “after inclusion” workplace difficulties theoretically, empirically, and doctrinally

    Robot-Assisted Minimally Invasive Surgery-Surgical Robotics in the Data Age

    Get PDF
    Telesurgical robotics, as a technical solution for robot-assisted minimally invasive surgery (RAMIS), has become the first domain within medicosurgical robotics that achieved a true global clinical adoption. Its relative success (still at a low single-digit percentile total market penetration) roots in the particular human-in-the-loop control, in which the trained surgeon is always kept responsible for the clinical outcome achieved by the robot-actuated invasive tools. Nowadays, this paradigm is challenged by the need for improved surgical performance, traceability, and safety reaching beyond the human capabilities. Partially due to the technical complexity and the financial burden, the adoption of telesurgical robotics has not reached its full potential, by far. Apart from the absolutely market-dominating da Vinci surgical system, there are already 60+ emerging RAMIS robot types, out of which 15 have already achieved some form of regulatory clearance. This article aims to connect the technological advancement with the principles of commercialization, particularly looking at engineering components that are under development and have the potential to bring significant advantages to the clinical practice. Current RAMIS robots often do not exceed the functionalities deriving from their mechatronics, due to the lack of data-driven assistance and smart human–machine collaboration. Computer assistance is gradually gaining more significance within emerging RAMIS systems. Enhanced manipulation capabilities, refined sensors, advanced vision, task-level automation, smart safety features, and data integration mark together the inception of a new era in telesurgical robotics, infiltrated by machine learning (ML) and artificial intelligence (AI) solutions. Observing other domains, it is definite that a key requirement of a robust AI is the good quality data, derived from proper data acquisition and sharing to allow building solutions in real time based on ML. Emerging RAMIS technologies are reviewed both in a historical and a future perspective

    Simulation in Plastic Surgery Training: Past, Present and Future

    Get PDF

    Model Mediated Teleoperation with a Hand-Arm Exoskeleton in Long Time Delays Using Reinforcement Learning

    Get PDF
    Telerobotic systems must adapt to new environmental conditions and deal with high uncertainty caused by long-time delays. As one of the best alternatives to human-level intelligence, Reinforcement Learning (RL) may offer a solution to cope with these issues. This paper proposes to integrate RL with the Model Mediated Teleoperation (MMT) concept. The teleoperator interacts with a simulated virtual environment, which provides instant feedback. Whereas feedback from the real environment is delayed, feedback from the model is instantaneous, leading to high transparency. The MMT is realized in combination with an intelligent system with two layers. The first layer utilizes Dynamic Movement Primitives (DMP) which accounts for certain changes in the avatar environment. And, the second layer addresses the problems caused by uncertainty in the model using RL methods. Augmented reality was also provided to fuse the avatar device and virtual environment models for the teleoperator. Implemented on DLR's Exodex Adam hand-arm haptic exoskeleton, the results show RL methods are able to find different solutions when changes are applied to the object position after the demonstration. The results also show DMPs to be effective at adapting to new conditions where there is no uncertainty involved

    Management: thesis, antithesis, synthesis

    Get PDF
    Increasingly, managers live in a world of paradox. For instance, they are told that they must manage by surrendering control and that they must stay on top by continuing to learn, thus admitting that they do not fully know what they do. Paradox is becoming increasingly pervasive in and around organizations, increasing the need for an approach to management that allows both researchers and practitioners to address these paradoxes. A synthesis is required between such contradictory forces as efficiency and effectiveness, planning and action, and structure and freedom. A dialectical view of strategy and organizations, built from four identifiable principles of simultaneity, locality, minimality and generality, enables us to build the tools to achieve such synthesis. Put together, these principles offer new perspectives for researchers to look at management phenomena and provide practitioners with a means of addressing the increasingly paradoxical world that they confront.dialectics, improvisation, paradox, synthesis

    May Schools Develop Their Students' Intuition?

    Get PDF
    [EN] The main purpose of the research has been to dictate the role intuition plays in the decision-making of undergraduate marketing students.The study and process of decision-making has always been focused on statistics and mathematics by the business world and universities, while most psychological aspects have been avoided.In recent years emotions, cognitive processes, intuition, etc., have increased their importance in the decision-making process; but they still have a long way to go.The research, which this article is based on, has been performed under a sample of 404 individuals aged 20 to 25 years; half of which are marketing students in ESIC Business & Marketing School. Their decisions are analysed and compared with other collectives to observe if the information is an accurate significant variable for their decision-making.A questionnaire was administered to the participants in which they were asked the possible success or failure of specific products if they were to be launched on the market. These products were real and chosen by marketing experts.The participation of the individual in physical, cultural, etc. activities was also taken into account as well as their personal profile and psychographic data.The results obtained vary significantly from a statistical point of view and prove that training, background, participations on social activities and the perception of one's intuitive capacity are keys to success when it comes to decision-making.Villoro I Armengol, J.; EstaĂșn I Ferrer, S. (2018). May Schools Develop Their Students' Intuition?. Multidisciplinary Journal for Education, Social and Technological Sciences. 5(2):19-49. doi:10.4995/muse.2018.9958SWORD194952Agor, W. (1989). Intuition in Organizations: Leading and Managing Productively. Evanston: Sage Publications.Ambady, N. and Rosenthal, R. (1993). Half a Minute: Predicting Teacher Evaluations from Thin Slices of Nonverbal and Physical Attractiveness. Journal of personality and social psychology, 64, nÂș 3. 431-441. https://doi.org/10.1037/0022-3514.64.3.431Bechara, A., Damasio, H., Tranel, D., and Damasio, A. R. (2005). The Iowa Gambling Task and the somatic marker hypothesis: Some questions and answers. Trends in Cognitive Sciences, 9 (4), (pp.159-162). https://doi.org/10.1016/j.tics.2005.02.002Bransford, J. D. and Stein, B. S. (1988). SoluciĂłn ideal de problemas. Barcelona: Labor.Beilock, S.L., Bertenthal, B.I., McCoy, A.M. and Carr, T.H. (2004). Haste does not always make waste: expertise, direction of attention, and speed versus accuracy in performing sensorimotor skills. Psychon Bull Rev. 2004 Apr: 11 (2): 373-9. https://doi.org/10.3758/BF03196585Burke, L. A., and Sadler-Smith, E. (2006). Instructor intuition in the educational context. Academy of Management Learning and Education, 5, (pp.169−181). https://doi.org/10.5465/amle.2006.21253781Chaiken, S., and Trope, Y. (1999). Dual-process theories in social psychology. New York: Guilford Press.Cialdini, R.B., Vincent, J.E., Lewis, S.K., CatalĂĄn, J., Wheeler, D. and Derby, B.L. (1975). Reciprocal Concessions Procedure for Inducing Compliance: The Door-in-the-Face Technique. Journal of personality and social psychology. Vol. 31. N. 2 (pp. 206-215). https://doi.org/10.1037/h0076284Damasio, A.R. (1994). Descartes error: Emotion, reason and the human brain. Nueva York: Harper CollinsDamasio, A. R. (1996). The somatic marker hypothesis and the possible functions of the prefrontal cortex. Philosophical Transactions of the Royal Society B: Biological Sciences, 351(1346), 1413-1420. https://doi.org/10.1098/rstb.1996.0125Dane, E. and Pratt, M. G. (2007). Exploring intuition and its role in managerial decision making. Academy of Management Review, 32, 33−54. https://doi.org/10.5465/amr.2007.23463682Edwards, A., Elwyn, G., Covey, J., Matthews, E., and Pill, R. (2001). Presenting risk information - A review of the effects of "framing" and other manipulations on patient outcomes. Journal of Health Communication. 6 (1): 61-82. https://doi.org/10.1080/10810730150501413Epstein, S., Lipson, A., Holstein, C. and Huh, E. (2008). Irrational reactions to negative outcomes: Evidence for two conceptual systems. Journal of personality and social psychology, nÂș 62, 328-339. https://doi.org/10.1037/0022-3514.62.2.328Evans, J. (2008). Dual-processing accounts of reasoning, judgment, and social cognition. Annual Review of Psychology, 59, 1−24. https://doi.org/10.1146/annurev.psych.59.103006.093629Gardner, H. (1993). Multiple intelligences: The theory in practice. New York: Basic Books.Gigerenzer, G. (2007).The intelligence of the unconscious. Nova York: Viking Press.Gilovich, T., Griffin, D. and Kahneman, D. (2002). Heuristics and biases. The psychology of intuitive judgment. Cambridge: Cambridge University Press. https://doi.org/10.1017/CBO9780511808098Gladwell, M. (2006). Inteligencia intuitiva. ÂżPor quĂ© sabemos la verdad en dos segundos? Madrid: Punto de lecturaGuilera, Ll. (2002).VĂ­as de acceso conceptual a la resoluciĂłn de problemas: Importancia de los estĂ­mulos sensoriales. Tesis doctoral. UAB.Hammond, K.R. (1996). Human judgment and social policy: Irreductible uncertainty, inevitable error, unavoidable injustice. New York: Oxford University PressHellriegel, D., Jackson, S.E. and Slocum, J.W. (2002). AdministraciĂłn, un enfoque basado en competencias. MĂšxic: Paraninfo.Helmholtz, H. (1860/1962). Handbuch der physiologischen optik. Southall, J.P.C. Vol. 3. New York: Dover.Hogarth, R. (2001). Educar la intuiciĂłn. Barcelona: Editorial PaidĂłs.Holyoak, K. J and R. E. Nisbett (1988). Induction. En Sternberg, R.J y E.E Smith: The psychology of human thought. Editorial Cambridge, Univ. Press. N.YHunt, E. and Agnoli, F. (1991). The Worfian hypothesis: A cognitive psychology perspective. Psychological Review, 98 (3). pp 377-389. https://doi.org/10.1037/0033-295X.98.3.377Jacobs, J.E. and Potenza, M. (1991). The Use of Judgement Heuristics to Make Social and Object Decisions: A Developmental Perspective. Child development. 62, February. (pp. 166-178). https://doi.org/10.1111/j.1467-8624.1991.tb01522.xKahneman, D., Slovic P. and Tversky, A. (1982). Judgments under uncertainty. Heuristics and biases. New York: Cambridge University Press. https://doi.org/10.1017/CBO9780511809477Lakoff, G. and Johnson, M. (1999). Philosophy in the Flesh. The embodied mind and its challenge to western thought. Basic Books, New York.Khatri, N. and Alvin, H. (2000). The role of intuition in strategic decision making. Human Relations, 53 (1), 57-86. https://doi.org/10.1177/0018726700531004Maturana, H (1979). Autopoiesis and Cognition: The Realization of the Living. Boston Studies in the Philosophy of Science. Paperback.Loftus, E. F., and Palmer, J. C. (1974). Reconstruction of automobile destruction: An example of the interaction between language and memory. Journal of Verbal Learning and Verbal Behavior, 13(5), 585-589. https://doi.org/10.1016/S0022-5371(74)80011-3Maier, R. (1980). Toma de Decisiones en Grupo. MĂ©xico: Editorial TrillasMajone, G. (2010). Foundations of risk regulation: science, decision-making, policy learning and institutional reform. Eur. J. Risk Regul. 1 (2010), pp. 5-19. https://doi.org/10.1017/S1867299X00000027Mayer, R.E. (1992). Thinking, problem solving, cognition. New York: Freeman.Metcalfe, J and Wiebe, D. (1987). Intuition in insight and non insight problem solving. Memoryand cognition, 15 (3). 238-246. https://doi.org/10.3758/BF03197722Mintzberg, H and Westley, F. (2001). Decision Making: It's Not What You Think MIT Sloan Management Review; 42. pg. 89Miles, A. and Sadler-Smith, E. (2014). With recruitment I always feel I need to listen to my gut: the role of intuition in employee selection, Personnel Review, Vol. 43 Issue: 4, pp.606-627. https://doi.org/10.1108/PR-04-2013-0065Neisser, U. (1963). The multiplicity of thought. British journal of psychology. 54. (pp. 1-14). https://doi.org/10.1111/j.2044-8295.1963.tb00857.xParikh, J., Lank, A. and Neubauer, F. (1993). Intuition: The New Frontier of Management. Wiley-BlackwellPlous, S. (1993). The psychology of judgment and decision making. McGraw-Hill.Sadler-Smith, E., Allinson, C. W. and Hayes, J. (2000). Cognitive style and learning preferences: Some implications for CPD. Management Learning, 31, 239−256. https://doi.org/10.1177/1350507600312006Stanovich, K. E., and West, R. F. (2000). Individual differences in reasoning: Implications for the rationality debate? Behavioral and Brain Sciences, 23, 645−726. https://doi.org/10.1017/S0140525X00003435Tversky, A. and Kahneman, D. (1983). Extensional versus intuitive reasoning: the conjunction fallacy in probability judgment. Psychological Review, 90, 293-315. https://doi.org/10.1037/0033-295X.90.4.293Vlek, Ch. (1984). Social decision methodology for technological projects. Dordrecht (Netherland) Kluwer academic publishers.Volz, K. G. (2007). Finding Culturally (In) Dependent Levels of Self-Representation. Workshop. Max-Planck-Institute for Human Cognitive and Brain SciencesWilson, T. (2002). Strangers to ourselves: discovering the adaptive unconscious. Cambridge: Harvard University Press.Yates, J.F. (1990). Judgment and decision making. Englewood Cliffs, New Jersey, Prentice-Hall Inc
    • 

    corecore