One Upper Estimate on the Number of Limit Cycles of Even Degree Li\'enard Equations in the Focus Case

We give an explicit upper bound for a number of limit cycles of the Li\'enard equation $\dot{x}=y-F(x)$, $\dot{y}=-x$ of even degree in the case its unique singular point $(0,0)$ is a focus.Comment: 10 pages, 1 figur

Possible worlds semantics and the liar: Reflections on a problem posed by Kaplan

In this paper I discuss a paradox, due to David Kaplan, that in his view threatens the use of possible worlds semantics as a model-theoretic framework for intensional logic. 1 Kaplan’s paradox starts out from an intuitively reasonable principle that I refer to as the Principle of Plenitude

Do you want to bet? The prevalence of problem gambling amongst athletes in the UK

This presentation was given as part of the 2011 London Workshop on Problem Gambling: Theory and (Best) Practice by Dr Daniel Rhind from the Sports Sciences subject area at Brunel University. The workshop was organised by Professor Fernand Gobet and Dr Marvin Schiller and hosted by Brunel University on the 13th September 2011

Problem-based leadership: nurturing managers during turbulent times

Purpose – The paper explores problem-based learning (PBL) as a useful methodology in leadership development during turbulent times. It identifies several pertinent action points for managers to lead through problems while understanding their capacity to empower themselves and others to face challenges at work. Design/methodology/approach – Broad concepts of PBL are used to distil the characteristics of this methodology and how they might be applicable to leadership development. An actual case of PBL in leadership education and training is employed to illustrate the processes of problem solving and reflective action-taking. Findings – When confronted by problems, managers should adopt a learning-oriented mindset and draw on the strengths of others to generate immediate solutions for experimentation. In doing so, they need to accept failure as a prerequisite for creative tensions to be generated and applied in messy circumstances. Until they think out of the box, they will continue to solve problems in tried-and-tested ways obstructing the emergence of revolutionary solutions. Practical implications – In order for managers to make an impact on organizational process and improvement, they need to focus on the action and learn components of PBL. They should be given the space to listen to their own “voice” and internalize the “voice” of others through reflection and dialogue. They should also be recognized for their courage and boldness in confronting problems even if more problems are generated in the process. It is facing the goliath that managers truly grow to become real leaders. Originality/value – Although the concept of PBL has been around for a long while, its applicability to leadership development has not been sufficiently explored in both theory and practice. This paper brings another dimension to the common idea of problem solving where solution seeking is not an end it itself. At best, it is a means to discovering the potential of true leadership in those whose mindset is focused on learning and reflective decision-making

Solved! Making the case for collaborative problem-solving

This report argues that the ability to solve problems with others is a crucial skill for our young people in the workplace of the future but the current education system does little to support it. Key findings Collaborative problem-solving (CPS) is an increasingly important skill to teach young people in order to prepare them for the future. Despite strong evidence for its impact, CPS is rarely taught in schools but if structured well it can reinforce knowledge and improve attainment. Significant barriers exist for teachers implementing this practice, from behaviour management to curriculum coverage, to task-design. For CPS to gain ground, a concerted shift is needed including teacher training, better resources and system level support. This report is part of Nesta’s ongoing commitment to equipping young people with the skills they need to succeed. It makes a series of recommendations on how organisations and policymakers can help support and embrace the implementation of CPS. Nesta is following this up with a series of small-scale pilots of aligned programmes in order to evaluate impact and explore how CPS can be implemented in a range of practical settings. Policy recommendations Stimulate production of quality collaborative problem-solving (CPS) resources and training, from primary education onwards. Fund existing, aligned programmes to scale and evaluate impact. Educate and involve the out-of-school learning sector and volunteer educators. Develop smarter collaborative problem-solving assessment methods. Help higher education organisations and MOOCs to track what works