Problem formulation and organizational decision-making : biases and assumptions underlying alternative models of strategic problem formulation

Bibliography: p. 20-25

Final report of work-with-IT: the JISC study into evolution of working practices

Technology is increasingly being used to underpin business processes across teaching and learning, research, knowledge exchange and business support activities in both HE and FE. The introduction of technology has a significant impact on the working practices of staff, often requiring them to work in a radically different way. Change in any situation can be unsettling and problematic and, where not effectively managed, can lead to poor service or functionality and disenfranchised staff. These issues can have a direct impact on institutional effectiveness, reputation and the resulting student experience. The Work-with-IT project, based at the University of Strathclyde, sought to examine changes to working practices across HE and FE, the impact on staff roles and relationships and the new skills sets that are required to meet these changes

Commercial potential of remote sensing data from the Earth observing system

The purpose was to assess the market potential of remote sensing value-added products from the Earth Observing System (EOS) platform. Sensors on the EOS platform were evaluated to determine which qualities and capabilities could be useful to the commercial user. The approach was to investigate past and future satellite data distribution programs. A questionnaire was developed for use in a telephone survey. Based on the results of the survey of companies that add value to remotely sensed data, conversations with the principal investigators in charge of each EOS sensor, a study of past commercial satellite data ventures, and reading from the commercial remote sensing industry literature, three recommendations were developed: develop a strategic plan for commercialization of EOS data, define a procedure for commercial users within the EOS data stream, and develop an Earth Observations Commercial Applications Program-like demonstration program within NASA using EOS simulated data

Future-proofing the state: managing risks, responding to crises and building resilience

Summary: This book focuses on the challenges facing governments and communities in preparing for and responding to major crises — especially the hard to predict yet unavoidable natural disasters ranging from earthquakes and tsunamis to floods and bushfires, as well as pandemics and global economic crises. Future-proofing the state and our societies involves decision-makers developing capacities to learn from recent ‘disaster’ experiences in order to be better placed to anticipate and prepare for foreseeable challenges. To undertake such futureproofing means taking long-term (and often recurring) problems seriously, managing risks appropriately, investing in preparedness, prevention and mitigation, reducing future vulnerability, building resilience in communities and institutions, and cultivating astute leadership. In the past we have often heard calls for ‘better future-proofing’ in the aftermath of disasters, but then neglected the imperatives of the message. Future-Proofing the State is organised around four key themes: how can we better predict and manage the future; how can we transform the short-term thinking shaped by our political cycles into more effective long-term planning; how can we build learning into our preparations for future policies and management; and how can we successfully build trust and community resilience to meet future challenges more adequately

Facilitating leadership decisions

This chapter illustrates that in order to reach a decision a leader must decide which persons should be involved in the process and when. A relatively common method of involving others is delegating the decision to a group. A main objective of this is often to generate as many innovative ideas as possible, and different techniques can be employed for this, including brainstorming. The proposal generated must then be validated by the group using different criteria on the basis of which it is then relatively easy to filter out proposals that do not reach the goals that have been set. However, a leader needs to collect additional information in order to reach a decision. By the use of information technology vast amounts of information may be accumulated. Thus, different kinds of filtering or weeding methods must be used in order to quickly obtain relevant information. This information can help leaders create forecasts and minimize risks. They must also be able to present their ideas in the most attractive way possible in order to be heard and arrive at decisions. The design of the presentation is therefore critical. Sometimes it is not enough for leaders just to present an idea, they are then obliged to negotiate in order to reach a decision

Structuring the decision process

This chapter includes a discussion of leadership decisions and stress. Many leaders are daily exposed to stress when they must make decisions, and there are often social reasons for this. Social standards suggest that a leader must be proactive and make decisions and not flee the situation. Conflict often creates stress in decision-making situations. It is important for leaders to understand that it is not stress in itself that leads to bad decisions, rather, bad decisions may be the result of time pressure in the sense that leaders have not been able to gather enough relevant information. Thus, it is worthwhile for leaders to be able to prioritize properly in order to cope with stressful situations. In some situations, a leader chooses to delegate the decisions to his/her team and then it is important to guard against «groupthink», a phenomenon where members of a team put consensus before anything else as a result of the peer pressure. A number of methods are presented that enable leaders to avoid this phenomenon. Often leaders are involved in decision-making situations where they are forced to navigate between objectives that are in strong conflict with each other. We are talking about «decision dilemmas». These are characterized by the existence of a conflict between the top leadership's desire to control the activities and their wish to give autonomy and independence to the various units. It is important for leaders to be able to strike a balance in different dilemma situations and understand how to best manage conflicts when they aris

On Evaluating Commercial Cloud Services: A Systematic Review

Background: Cloud Computing is increasingly booming in industry with many competing providers and services. Accordingly, evaluation of commercial Cloud services is necessary. However, the existing evaluation studies are relatively chaotic. There exists tremendous confusion and gap between practices and theory about Cloud services evaluation. Aim: To facilitate relieving the aforementioned chaos, this work aims to synthesize the existing evaluation implementations to outline the state-of-the-practice and also identify research opportunities in Cloud services evaluation. Method: Based on a conceptual evaluation model comprising six steps, the Systematic Literature Review (SLR) method was employed to collect relevant evidence to investigate the Cloud services evaluation step by step. Results: This SLR identified 82 relevant evaluation studies. The overall data collected from these studies essentially represent the current practical landscape of implementing Cloud services evaluation, and in turn can be reused to facilitate future evaluation work. Conclusions: Evaluation of commercial Cloud services has become a world-wide research topic. Some of the findings of this SLR identify several research gaps in the area of Cloud services evaluation (e.g., the Elasticity and Security evaluation of commercial Cloud services could be a long-term challenge), while some other findings suggest the trend of applying commercial Cloud services (e.g., compared with PaaS, IaaS seems more suitable for customers and is particularly important in industry). This SLR study itself also confirms some previous experiences and reveals new Evidence-Based Software Engineering (EBSE) lessons

Deep Underground Science and Engineering Laboratory - Preliminary Design Report

The DUSEL Project has produced the Preliminary Design of the Deep Underground Science and Engineering Laboratory (DUSEL) at the rehabilitated former Homestake mine in South Dakota. The Facility design calls for, on the surface, two new buildings - one a visitor and education center, the other an experiment assembly hall - and multiple repurposed existing buildings. To support underground research activities, the design includes two laboratory modules and additional spaces at a level 4,850 feet underground for physics, biology, engineering, and Earth science experiments. On the same level, the design includes a Department of Energy-shepherded Large Cavity supporting the Long Baseline Neutrino Experiment. At the 7,400-feet level, the design incorporates one laboratory module and additional spaces for physics and Earth science efforts. With input from some 25 science and engineering collaborations, the Project has designed critical experimental space and infrastructure needs, including space for a suite of multidisciplinary experiments in a laboratory whose projected life span is at least 30 years. From these experiments, a critical suite of experiments is outlined, whose construction will be funded along with the facility. The Facility design permits expansion and evolution, as may be driven by future science requirements, and enables participation by other agencies. The design leverages South Dakota's substantial investment in facility infrastructure, risk retirement, and operation of its Sanford Laboratory at Homestake. The Project is planning education and outreach programs, and has initiated efforts to establish regional partnerships with underserved populations - regional American Indian and rural populations

Misc. Pub. 88-1

I submit herewith the annual report of the Agricultural and Forestry Experiment Station, School of Agriculture and Land Resources Management, University of Alaska Fairbanks, for the period ending December 31, 1987. This is done in accordance with an act of the Congress, approved March 2, 1887, entitled "An act to establish Agricultural Experiment Stations, in connection with the Agricultural Colleges established in the several states under the provisions of an act approved July 2,1862, and under the acts supplementary thereto," and also of the act of the Alaska Territorial Legislature, approved March 12,1935, accepting the provisions of the act of Congress. James V. Drew, DirectorStatement of Purpose -- Plant and Animal Sciences -- Forest Sciences -- Resources Management -- Publications -- Financial Statement -- Staf