Making Law More Accessible: Designing Collaborative Learning Environments for Physically Remote Generation Y Students

In addition to an understanding of substantive law, the undergraduate law degree at Queensland University of Technology (QUT) aims to develop students’ lifelong skills. In the unit ‘Principles of Equity’ the skill developed includes teamwork, in the context of legal letter writing. Given the increased technological mobility of Generation Y students, the presenters have developed and trialled a model that enables these skills to be learnt and practiced online. The result is a more flexible environment that not only ensures congruent learning experiences between internal and external (or physically remote) students, but provides a connected or engaged educational program to supplement existing teaching method. This paper outlines the above project, the pedagogy that influenced it, and its impact on student learning experiences. Some issues for the development of such learning innovations in the future are also addresse

Shipboard Crisis Management: A Case Study.

The loss of the "Green Lily" in 1997 is used as a case study to highlight the characteristics of escalating crises. As in similar safety critical industries, these situations are unpredictable events that may require co-ordinated but flexible and creative responses from individuals and teams working in stressful conditions. Fundamental skill requirements for crisis management are situational awareness and decision making. This paper reviews the naturalistic decision making (NDM) model for insights into the nature of these skills and considers the optimal training regimes to cultivate them. The paper concludes with a review of the issues regarding the assessment of crisis management skills and current research into the determination of behavioural markers for measuring competence

A gender perspective on entrepreneurial leadership:female leaders in Kazakhstan

The paper proposes a conceptual model to understand female entrepreneurial leadership through an exploration of the perceptions and experiences of women entrepreneurs within their leadership roles. The paper addresses an existing knowledge gap on entrepreneurial leadership by bringing together three key constructs of gender, leadership and entrepreneurship. We apply Stewart's model of role demands-constraints-choices (DCC) to women entrepreneurs in Kazakhstan in order to understand their perceptions of the demands, constraints and choices they experience within their leadership roles. The results of in-depth interviews with women entrepreneurs present deeper conceptualization of their leadership enactment as a co-developing, co-constructed relational activity between leaders and others in their wider business environments and context

Towards Flexible Teamwork

Many AI researchers are today striving to build agent teams for complex, dynamic multi-agent domains, with intended applications in arenas such as education, training, entertainment, information integration, and collective robotics. Unfortunately, uncertainties in these complex, dynamic domains obstruct coherent teamwork. In particular, team members often encounter differing, incomplete, and possibly inconsistent views of their environment. Furthermore, team members can unexpectedly fail in fulfilling responsibilities or discover unexpected opportunities. Highly flexible coordination and communication is key in addressing such uncertainties. Simply fitting individual agents with precomputed coordination plans will not do, for their inflexibility can cause severe failures in teamwork, and their domain-specificity hinders reusability. Our central hypothesis is that the key to such flexibility and reusability is providing agents with general models of teamwork. Agents exploit such models to autonomously reason about coordination and communication, providing requisite flexibility. Furthermore, the models enable reuse across domains, both saving implementation effort and enforcing consistency. This article presents one general, implemented model of teamwork, called STEAM. The basic building block of teamwork in STEAM is joint intentions (Cohen & Levesque, 1991b); teamwork in STEAM is based on agents' building up a (partial) hierarchy of joint intentions (this hierarchy is seen to parallel Grosz & Kraus's partial SharedPlans, 1996). Furthermore, in STEAM, team members monitor the team's and individual members' performance, reorganizing the team as necessary. Finally, decision-theoretic communication selectivity in STEAM ensures reduction in communication overheads of teamwork, with appropriate sensitivity to the environmental conditions. This article describes STEAM's application in three different complex domains, and presents detailed empirical results.Comment: See http://www.jair.org/ for an online appendix and other files accompanying this articl

Human-agent collectives

We live in a world where a host of computer systems, distributed throughout our physical and information environments, are increasingly implicated in our everyday actions. Computer technologies impact all aspects of our lives and our relationship with the digital has fundamentally altered as computers have moved out of the workplace and away from the desktop. Networked computers, tablets, phones and personal devices are now commonplace, as are an increasingly diverse set of digital devices built into the world around us. Data and information is generated at unprecedented speeds and volumes from an increasingly diverse range of sources. It is then combined in unforeseen ways, limited only by human imagination. People’s activities and collaborations are becoming ever more dependent upon and intertwined with this ubiquitous information substrate. As these trends continue apace, it is becoming apparent that many endeavours involve the symbiotic interleaving of humans and computers. Moreover, the emergence of these close-knit partnerships is inducing profound change. Rather than issuing instructions to passive machines that wait until they are asked before doing anything, we will work in tandem with highly inter-connected computational components that act autonomously and intelligently (aka agents). As a consequence, greater attention needs to be given to the balance of control between people and machines. In many situations, humans will be in charge and agents will predominantly act in a supporting role. In other cases, however, the agents will be in control and humans will play the supporting role. We term this emerging class of systems human-agent collectives (HACs) to reflect the close partnership and the flexible social interactions between the humans and the computers. As well as exhibiting increased autonomy, such systems will be inherently open and social. This means the participants will need to continually and flexibly establish and manage a range of social relationships. Thus, depending on the task at hand, different constellations of people, resources, and information will need to come together, operate in a coordinated fashion, and then disband. The openness and presence of many distinct stakeholders means participation will be motivated by a broad range of incentives rather than diktat. This article outlines the key research challenges involved in developing a comprehensive understanding of HACs. To illuminate this agenda, a nascent application in the domain of disaster response is presented

Successful Teacher Teams in Change : The Role of Collective Efficacy and Resilience

Teachers’ competence in launching and managing pedagogical change collaboratively is crucial for the continuous development of their work as well as for meaningful student learning. However, research on how teachers can thrive in their profession in the changing higher education environment is limited. This study investigated the experiences of teachers in managing pedagogical innovation when working as a team and implementing integrated competence-based learning modules. Strengthfocused concepts like collective efficacy and resilience were used to extend the understanding of the phenomenon. Five teacher teams were analyzed in relation to the change itself, as well as to protective and risk factors that had an impact on teachers’ collective efficacy and resilience to the change. The data consisted of group interviews and individual questionnaires collected during the process. The findings indicate that stronger collaboration creates significant changes in teachers’ work and students’ learning, and success is based on teacher teams’ capacity to craft their common work practices.Peer reviewe

Implementing total productive maintenance in Nigerian manufacturing industries

Remarkable improvements have occurred recently in the maintenance management of physical assets and productive systems, so that less wastages of energy and resources occur. The requirement for optimal preventive maintenance using, for instance, justin-time (JIT) and total quality-management (TQM) techniques has given rise to whathas been called the total productive-maintenance (TPM) approach. This study explores the ways in which Nigerian manufacturing industries can implement TPM as a strategy and culture for improving its performance and suggests self-auditing and bench-marking as desirable prerequisites before TPM implementation

Resolving Conflicts in Highly Reactive Teams

In distributed cooperation frameworks for completely autonomous agents, conflicts between the involved agents can occur due to inconsistent data available to the agents. In highly dynamic domains, such as RoboCup, it is often neccessary to accept a certain level of conflicts in order to decrease reaction time of single agents, instead of relying on error-free, but extensive communication. However, this may lead to situations in which unresolved conflicts linger and cause cooperation to break down completely. In our cooperation framework, ALICA, we designed and implemented a simple but effective approach to detect these cases and resolve them quickly through a bully algorithm