Efficient Two-Stage Group Testing Algorithms for Genetic Screening

Efficient two-stage group testing algorithms that are particularly suited for rapid and less-expensive DNA library screening and other large scale biological group testing efforts are investigated in this paper. The main focus is on novel combinatorial constructions in order to minimize the number of individual tests at the second stage of a two-stage disjunctive testing procedure. Building on recent work by Levenshtein (2003) and Tonchev (2008), several new infinite classes of such combinatorial designs are presented.Comment: 14 pages; to appear in "Algorithmica". Part of this work has been presented at the ICALP 2011 Group Testing Workshop; arXiv:1106.368

Application of cover-free codes and combinatorial designs to two-stage testing

AbstractWe study combinatorial and probabilistic properties of cover-free codes and block designs which are useful for their efficient application as the first stage of two-stage group testing procedures. Particular attention is paid to these procedures because of their importance in such applications as monoclonal antibody generation and cDNA library screening

From Individual Creativity to Team Creativity:A Meta-Analytic Test of Task Moderators

A fundamental issue in understanding team creativity is the relationship between member creativity and team creativity. Research has advanced two perspectives on this issue: the additive model (teams are more creative when average member creativity is higher) and the disjunctive model (teams are more creative when their most creative member is more creative). Inconsistent empirical support for these two models raises the question of what moderates each model. We address this question by developing an analysis of task characteristics – task interdependence, creativity requirements, and idea implementation – as moderators. In a meta-analytic review of team creativity and team innovation research, we found support for the hypotheses that the additive model is more predictive in team tasks with high interdependence, with low creativity requirements, and with ideation-only tasks, whereas the disjunctive model is more predictive for less interdependent tasks. The predictive power of the disjunctive model, however, did not differ as a function of creativity requirements or of idea implementation. In addition, we tested the moderating roles of team size and team longevity and found both the additive and disjunctive models are more effective in teams with higher longevity

What makes a 'good group'? Exploring the characteristics and performance of undergraduate student groups

Group work forms the foundation for much of student learning within higher education, and has many educational, social and professional benefits. This study aimed to explore the determinants of success or failure for undergraduate student teams and to define a ‘good group’ through considering three aspects of group success: the task, the individuals, and the team. We employed a mixed methodology, combining demographic data with qualitative observations and task and peer evaluation scores. We determined associations between group dynamic and behaviour, demographic composition, member personalities and attitudes towards one another, and task success. We also employed a cluster analysis to create a model outlining the attributes of a good small group learning team in veterinary education. This model highlights that student groups differ in measures of their effectiveness as teams, independent of their task performance. On the basis of this, we suggest that groups who achieve high marks in tasks cannot be assumed to have acquired team working skills, and therefore if these are important as a learning outcome, they must be assessed directly alongside the task output

Developing agent-based simulation models of task performance of cognitively diverse teams

Team-oriented work dominates industry, government, and academic areas with the goal of solving increasingly complex problems. However, the scope and external validity of traditional human factors research is inherently limited by the time and resources required to conduct laboratory studies. The model described in this thesis integrates simulation with human factors by providing an operationalized model that incorporates cognitive diversity and domain expertise. Convergence and functionality of the model have been established through a series of analyses, and a clear path for future research has been identified. By integrating simulation methods into human factors subject areas, researchers may be able to gain understanding of a more diverse set of teams, team dynamics, and group performance in a fraction of the time and resources required for traditional methods

Causal Responsibility and Counterfactuals.

How do people attribute responsibility in situations where the contributions of multiple agents combine to produce a joint outcome? The prevalence of over-determination in such cases makes this a difficult problem for counterfactual theories of causal responsibility. In this article, we explore a general framework for assigning responsibility in multiple agent contexts. We draw on the structural model account of actual causation (e.g., Halpern & Pearl, 2005) and its extension to responsibility judgments (Chockler & Halpern, 2004). We review the main theoretical and empirical issues that arise from this literature and propose a novel model of intuitive judgments of responsibility. This model is a function of both pivotality (whether an agent made a difference to the outcome) and criticality (how important the agent is perceived to be for the outcome, before any actions are taken). The model explains empirical results from previous studies and is supported by a new experiment that manipulates both pivotality and criticality. We also discuss possible extensions of this model to deal with a broader range of causal situations. Overall, our approach emphasizes the close interrelations between causality, counterfactuals, and responsibility attributions

On the resolutions of cyclic Steiner triple systems with small parameters

The paper presents useful invariants of resolutions of cyclic $STS(v)$ with $v\le 39$, namely of all resolutions of cyclic $STS(15)$, $STS(21)$ and $STS(27)$, of the resolutions with nontrivial automorphisms of cyclic $STS(33)$ and of resolutions with automorphisms of order $13$ of cyclic $STS(39)$

Social BIM: Co-creation with shared situational awareness

© 2015 The authors. A common data environment (CDE) is a specific requirement for Level 2 BIM in the UK in accordance with BS1192-2007 and PAS1192-2 standards. It is a central repository of BIM data and examples include 4BIM and Autodesk 360. These repositories have some disadvantages:(i) it is after synchronisation or file upload that changes between local and cloud versions of BIM models can be appreciated by remote teams; (ii) there is a cost associated with subscribing to these servers, which could marginalise SMEs wanting to adopt BIM; and (iii) during the design phase, these systems do not permit real-time co-creation capabilities or audiovisual consensus amongst designers. So although these repositories are helpful technologies, it is people who collaborate (not systems) and in the design phase, audio-visual feedback and consensus can augment the collaboration experience and outcomes. With socio-technical input, the quality of BIM data/models generated by team members can be enhanced (and clashes minimised) if visual isolation is eliminated. This research presents a framework and proof-of-concept which redefines Social BIM (SBIM) as a socio-technical mode of BIM that enriches the co-creation process for Levels 2 and 3 BIM. It enables 'shared situational awareness' by empowering remote participants with visual and remote control of BIM models using GoToMeeting as a 'groupware'. The BIM data was hosted by surrogate servers linked to cloud-based storage. A quasi-experiment through a desktop sharing and communication system enabled 14 globally dispersed participants to control the graphical user interface (GUI) of a host PC in the UK running Autodesk Revit. Four audio-visual collaboration protocols were developed and three were tested. Participants interacted via the host PC remotely using computers (which acted as nomadic servers) and with mobile devices. Remote desktop/laptop users had unlimited control of the data in host PC, while real-time audio-visual communication improved the collaboration and co-creation of 3D BIM models. The experience of participants in editing BIM models was a function of internet bandwidth, hardware and operating systems. Unitary optimisation of modelling efforts/outcomes was possible on shared/coordination models. Divisible optimisation of industry-specific tasks (i.e. architectural, engineering and management) by participants was enhanced by feedback which was either on-demand (requested) or just-in-time (spontaneous)

From member creativity to team creativity? Team information elaboration as moderator of the additive and disjunctive models

One of the most fundamental questions in team creativity research is the relationship between individual member creativity and team creativity. The two answers that team creativity research has advanced–teams are more creative when their average member creativity is higher (the additive model) and teams are more creative when their most creative member is more creative (the disjunctive model) are straightforward. Surprising, however, is that neither the additive model nor the disjunctive model is consistently supported, begging the question of what moderates the predictive power of these models. We address this question by integrating individual-to-team creativity models with team process research. We propose that team information elaboration is a key moderating variable, such that average member creativity is more positively related to team creativity with higher information elaboration, and the highest member creativity is more positively related to team creativity with lower information elaboration. A multi-source study of 60 sales teams (483 employees) in a Chinese bakery chain supported these hypotheses. In addition, the study did not support the prediction that the most creative member’s outgoing advice ties (as a conduit for the dissemination of ideas) would further moderate the joint effect of the highest individual creativity and team information elaboration on team creativity