Pléiades project: Assessment of georeferencing accuracy, image quality, pansharpening performence and DSM/DTM quality

Pléiades 1A and 1B are twin optical satellites of Optical and Radar Federated Earth Observation (ORFEO) program jointly running by France and Italy. They are the first satellites of Europe with sub-meter resolution. Airbus DS (formerly Astrium Geo) runs a MyGIC (formerly Pléiades Users Group) program to validate Pléiades images worldwide for various application purposes. The authors conduct three projects, one is within this program, the second is supported by BEU Scientific Research Project Program, and the third is supported by TÜBİTAK. Assessment of georeferencing accuracy, image quality, pansharpening performance and Digital Surface Model/Digital Terrain Model (DSM/DTM) quality subjects are investigated in these projects. For these purposes, triplet panchromatic (50 cm Ground Sampling Distance (GSD)) and VNIR (2 m GSD) Pléiades 1A images were investigated over Zonguldak test site (Turkey) which is urbanised, mountainous and covered by dense forest. The georeferencing accuracy was estimated with a standard deviation in X and Y (SX, SY) in the range of 0.45m by bias corrected Rational Polynomial Coefficient (RPC) orientation, using ~170 Ground Control Points (GCPs). 3D standard deviation of ±0.44m in X, ±0.51m in Y, and ±1.82m in Z directions have been reached in spite of the very narrow angle of convergence by bias corrected RPC orientation. The image quality was also investigated with respect to effective resolution, Signal to Noise Ratio (SNR) and blur coefficient. The effective resolution was estimated with factor slightly below 1.0, meaning that the image quality corresponds to the nominal resolution of 50cm. The blur coefficients were achieved between 0.39-0.46 for triplet panchromatic images, indicating a satisfying image quality. SNR is in the range of other comparable space borne images which may be caused by de-noising of Pléiades images. The pansharpened images were generated by various methods, and are validated by most common statistical metrics and also visual interpretation. The generated DSM and DTM were achieved with ±1.6m standard deviation in Z (SZ) in relation to a reference DTM.Airbus Defence and SpaceBEU/2014-47912266-01TÜBİTAK/114Y38

The relationship between baseline Organizational Readiness to Change Assessment subscale scores and implementation of hepatitis prevention services in substance use disorders treatment clinics: a case study

<p>Abstract</p> <p>Background</p> <p>The Organizational Readiness to Change Assessment (ORCA) is a measure of organizational readiness for implementing practice change in healthcare settings that is organized based on the core elements and sub-elements of the Promoting Action on Research Implementation in Health Services (PARIHS) framework. General support for the reliability and factor structure of the ORCA has been reported. However, no published study has examined the utility of the ORCA in a clinical setting. The purpose of the current study was to examine the relationship between baseline ORCA scores and implementation of hepatitis prevention services in substance use disorders (SUD) clinics.</p> <p>Methods</p> <p>Nine clinic teams from Veterans Health Administration SUD clinics across the United States participated in a six-month training program to promote evidence-based practices for hepatitis prevention. A representative from each team completed the ORCA evidence and context subscales at baseline.</p> <p>Results</p> <p>Eight of nine clinics reported implementation of at least one new hepatitis prevention practice after completing the six-month training program. Clinic teams were categorized by level of implementation-high (n = 4) versus low (n = 5)-based on how many hepatitis prevention practices were integrated into their clinics after completing the training program. High implementation teams had significantly higher scores on the patient experience and leadership culture subscales of the ORCA compared to low implementation teams. While not reaching significance in this small sample, high implementation clinics also had higher scores on the research, clinical experience, staff culture, leadership behavior, and measurement subscales as compared to low implementation clinics.</p> <p>Conclusions</p> <p>The results of this study suggest that the ORCA was able to measure differences in organizational factors at baseline between clinics that reported high and low implementation of practice recommendations at follow-up. This supports the use of the ORCA to describe factors related to implementing practice recommendations in clinical settings. Future research utilizing larger sample sizes will be essential to support these preliminary findings.</p

A theory of organizational readiness for change

<p>Abstract</p> <p>Background</p> <p>Change management experts have emphasized the importance of establishing organizational readiness for change and recommended various strategies for creating it. Although the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for change, organizational readiness for change has not been subject to extensive theoretical development or empirical study. In this article, I conceptually define organizational readiness for change and develop a theory of its determinants and outcomes. I focus on the organizational level of analysis because many promising approaches to improving healthcare delivery entail collective behavior change in the form of systems redesign--that is, multiple, simultaneous changes in staffing, work flow, decision making, communication, and reward systems.</p> <p>Discussion</p> <p>Organizational readiness for change is a multi-level, multi-faceted construct. As an organization-level construct, readiness for change refers to organizational members' shared resolve to implement a change (change commitment) and shared belief in their collective capability to do so (change efficacy). Organizational readiness for change varies as a function of how much organizational members value the change and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors. When organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior. The result is more effective implementation.</p> <p>Summary</p> <p>The theory described in this article treats organizational readiness as a shared psychological state in which organizational members feel committed to implementing an organizational change and confident in their collective abilities to do so. This way of thinking about organizational readiness is best suited for examining organizational changes where collective behavior change is necessary in order to effectively implement the change and, in some instances, for the change to produce anticipated benefits. Testing the theory would require further measurement development and careful sampling decisions. The theory offers a means of reconciling the structural and psychological views of organizational readiness found in the literature. Further, the theory suggests the possibility that the strategies that change management experts recommend are equifinal. That is, there is no 'one best way' to increase organizational readiness for change.</p

Resolution, Relief, And Resignation:A Qualitative Study Of Responses To Misfit At Work

Research has portrayed person–environment (PE) fit as a pleasant condition resulting from people being attracted to and selected into compatible work environments; yet, our study reveals that creating and maintaining a sense of fit frequently involves an effortful, dynamic set of strategies. We used a two-phase, qualitative design to allow employees to report how they become aware of and experience misfit, and what they do in response. To address these questions, we conducted interviews with 81 individuals sampled from diverse industries and occupations. Through their descriptions, we identified three broad responses to the experience of misfit: resolution, relief, and resignation. Within these approaches, we identified distinct strategies for responding to misfit. We present a model of how participants used these strategies, often in combination, and develop propositions regarding their effectiveness at reducing strain associated with misfit. These results expand PE fit theory by providing new insight into how individuals experience and react to misfit—portraying them as active, motivated creators of their own fit experience at work