146,946 research outputs found
Solar Decathlon 2017 D-3: Team Overview To Date
No full text10 pages, illustrations, team photoUpdated 100-word description of team and its goals (second iteration); Digital representation (renderings, graphic floor plan, photography of scale model, animation, etc.) of competition prototype design; Team photograph; Summary of unique project elements, considerations, innovations, research, or technology being considered; Summary of team’s current online presence, including social media accounts and website address; Summary of public outreach conducted and press coverage achieved to-date.A. James Clark School of EngineeringSchool of Architecture, Planning and PreservationUniversity Librarie
Report of an independent peer review of A forest management strategy for the proposed Coquille Forest submitted to the Coquille Indian Tribe by the Independent Scientific Advisory Team (ISAT)
No full text"[T]he [Coquille Indian] Tribe requested that the State of Oregon assemble a team of independent scientists to peer review the forest management strategy proposed by the ISAT. The purpose of the independent peer review would be to: 1) assess the degree to which the two major goals assigned by the Tribe are met by the proposed ISAT forest management strategy, 2) validate the scientific soundness of the proposed strategy, 3) identify any gaps in the strategy or components not adequately addressed, and 4) make recommendations to correct deficiencies or to make improvements in the strategy. In response to the Tribe's request, the Governor's Office of Natural Resources assembled a team of independent peer reviewers and structured the process by which the review would be accomplished. The results of the IPR were presented to the ISAT in a conference open to the public which was held on November 21, 1995 at the LaSells Stewart Center, Oregon State University. Following is a consolidated report of major conclusions and recommendations presented by the independent reviewers to the ISAT at the November 21 public forum. This information also reflects key points contained in written reports prepared by IPR team members"--Page 2.Introduction -- Presentation by Independent Peer Review Team to the ISAT -- Independent Peer Reviewers (IPR) -- Introduction to the IPR process -- The "nine questions" and their answers -- Does the review team generally support the strategy of the proposed Coquille Forest -- Does the strategy meet the goals of the Northwest Forest Plan (NFP)? -- Is the adaptive management approach described in the strategy adequate? -- Is the monitoring approach described in the strategy? -- Is the strategy generally consistent with scientific knowledge? -- Are Northern spotted owls and riparian species adequately considered? -- Are aquatic species adequately considered? -- Are future natural disturbances adequately planned for in the strategy? -- Does the strategy meet Tribal goals? -- Overall comments -- Preliminary response by ISAT -- Response by the Coquille Indian Tribe -- Individual Independent Peer Reviewer reports / submitted by Peter Bisson, Bernard Bormann, Larry Davis, Walt Knapp, Jim Rochelle -- November 21, 1995 conference brochure ; list of conference attendeessubmitted to the State of Oregon Governor's Office of Natural Resources by the Independent Peer Review TeamThis archived document is maintained by the State Library of Oregon as part of the Oregon Documents Depository Program. It is for informational purposes and may not be suitable for legal purposesElectronic reproduction Salem, Or. State Library of Oregon 2023 Electronic reproduction from print version OrMode of access: Internet from the Oregon Government Publications CollectionText in Englis
Recent advance progress of HL-3 experiments
No full textSince the first plasma realized in 2020, a series of key systems on HL-3 (known as HL-2M before) tokamak have been equipped/upgraded, including in-vessel components (the first wall, lower divertor, and toroidal cryogenic/water-cooling/baking/glow discharge systems, etc.), auxiliary heating system of 11 MW, and 28 diagnostic systems (to measure the plasma density electron temperature, radiation, magnetic field, etc.). Magnet field systems were commissioned firstly for divertor plasma discharges. During the 2nd experimental campaign of HL-3 tokamak, several great progresses have been achieved. Firstly, the successful operation with plasma current larger than 1 MA was achieved under a divertor configuration. Secondly, the advanced divertor concept with two distinct snowflake configurations was realized. It is found that the distribution of ion saturation current and heat flux on bottom plate becomes wide due to magnetic surface expansion, demonstrating the advantage of such configuration in the heat flux mitigation. In addition, using the combination of NBI, ECRH and LHCD, the standard sawtoothing high confinement mode of megampere plasma was firstly accessed on the HL-3. The successful commissioning of HL-3 is beneficial for the initial operation of ITER
Team perfectionism and team performance: A prospective study
Full text linkPerfectionism is a personality characteristic that has been found to predict sports performance in athletes. To date, however, research has exclusively examined this relationship at an individual level (i.e., athletes’ perfectionism predicting their personal performance). The current study extends this research to team sports by examining whether, when manifested at team level, perfectionism predicts team performance. A sample of 231 competitive rowers from 36 boats completed measures of self-oriented, team-oriented, and team-prescribed perfectionism prior to competing against one another in a 4-day rowing competition. Strong within-boat similarities in the levels of team members’ team-oriented perfectionism supported the existence of collective team-oriented perfectionism at the boat level. Two-level latent growth curve modeling of day-by-day boat performance showed that team-oriented perfectionism positively predicted the position of the boat in mid-competition and the linear improvement in position. The findings suggest that imposing perfectionistic standards on team members may drive teams to greater levels of performance
Team structure evaluation of hazardous material emergency response teams in the Midwest
Full text linkPlan BA formal plan to evaluate the success of hazardous materials emergency response teams did not exist at Eau Claire Fire Rescue. Problems with its own response team caused this agency to question whether team structure and makeup changes might enhance program success. The purpose of the research was to evaluate structure and configuration components of hazardous materials response teams in the Midwest, with results to yield agency recommendations. The study used evaluative research methodology to answer the following:
1. In evaluating success criteria for hazardous materials emergency response teams in the Midwest, what impact do the following factors have on success?
a. geographical response boundaries.
b. population served.
c. career, volunteer, or combination team structure.
d. the number of technicians.
e. member orientation (fire service, law enforcement, private sector).
f. single organization vs. multiple organization teams.
g. how long the team has been in existence.
h. who manages/coordinates the team.
2. For Midwest hazardous materials emergency response teams that provide service outside their normal jurisdiction, how is legal authority obtained?
3. How are Midwest hazardous materials emergency response teams funded? A literature search was conducted and a 40-question survey was developed. The purpose of the survey was to delineate eight components of team structure and to numerically score respondents in seven success criteria. The survey was mailed to 150 haz-mat teams in nine midwestern states. One hundred and fourteen responded, providing a confidence level of at least 95%. Results were arranged for analysis using interval scales. An arithmetic mean was established to allow variance and standard deviation calculations. The data revealed favorable success scores for certain team structure components. Each of the following were considered favorable on an interval scale analysis using the seven success criteria: being industry based, serving a large population, having career members, having more than 76 technicians, having all members from one organization, and having a team that has been in existence for 11 years and over. From the research, agency recommendations were formulated. A 1.04 standard deviation in the local agency program evaluation and enduring problems with leadership and cost sharing led to the following recommendations:
1. Create a regional response team. Negotiate service agreements with adjoining counties.
2. Restrict team membership to Eau Claire Fire Rescue personnel only.
3. Redirect management/coordination responsibilities to the Eau Claire Fire Chief
Team climate, intention to leave and turnover among hospital employees: Prospective cohort study
Full text linkAbstract Background In hospitals, the costs of employee turnover are substantial and intentions to leave among staff may manifest as lowered performance. We examined whether team climate, as indicated by clear and shared goals, participation, task orientation and support for innovation, predicts intention to leave the job and actual turnover among hospital employees. Methods Prospective study with baseline and follow-up surveys (2–4 years apart). The participants were 6,441 (785 men, 5,656 women) hospital employees under the age of 55 at the time of follow-up survey. Logistic regression with generalized estimating equations was used as an analysis method to include both individual and work unit level predictors in the models. Results Among stayers with no intention to leave at baseline, lower self-reported team climate predicted higher likelihood of having intentions to leave at follow-up (odds ratio per 1 standard deviation decrease in team climate was 1.6, 95% confidence interval 1.4–1.8). Lower co-worker assessed team climate at follow-up was also association with such intentions (odds ratio 1.8, 95% confidence interval 1.4–2.4). Among all participants, the likelihood of actually quitting the job was higher for those with poor self-reported team climate at baseline. This association disappeared after adjustment for intention to leave at baseline suggesting that such intentions may explain the greater turnover rate among employees with low team climate. Conclusion Improving team climate may reduce intentions to leave and turnover among hospital employees.</p
Effects of team task structure on team climate for innovation and team outcomes
Full text linkIn this cross-sectional study we analyzed, whether team climate for innovation mediates the relationship between team task structure and innovative behavior, job satisfaction, affective organizational commitment, and work stress. 310 employees in 20 work teams of an automotive company participated in this study. 10 teams had been changed from a restrictive to a more self-regulating team model by providing task variety, autonomy, team-specific goals, and feedback in order to increase team effectiveness. Data support the supposed causal chain, although only with respect to team innovative behavior all required effects were statistically significant. Longitudinal designs and larger samples are needed to prove the assumed causal relationships, but results indicate that implementing self-regulating teams might be an effective strategy for improving innovative behavior and thus team and company effectiveness.innovation; behavior; working teams
Nonlinear simulations of the peeling-ballooning instability of super H-modes in the HL-3 tokamak
No full textInternational audienceAs the newly built tokamak in China, HL-3 will explore high-performance operation scenarios, such as super H-mode. The energy confinement and core parameters in the super H-mode can be much larger than that in the normal H-mode. Based on the pedestal simulation code EPED, the operation space of the super H-mode is obtained in HL-3. Magnetic shear decreases with increasing triangularity; consequently, a super H-mode can be achieved. The threshold of triangularity for accessing a super H-mode in HL-3 is around 0.4. By using BOUT++, a nonlinear simulation study of the pedestal instabilities in the super H-mode equilibrium is executed for the first time. As expected, the low n peeling mode, which can cause much of the energy loss (17%) from the pedestal region, is dominant in the super H-mode. Such a large collapse in the pedestal region would lead to a transition from super H-mode to H-mode. It is crucial to expand the parameter space of the super H-mode or mitigate the edge-localized mode (ELM) size for sustaining the super H-mode operations. The E × B velocity shear is found to play an important role in controlling the ELMs in HL-3. The small E × B velocity shear leads to a large growth rate but results in a small ELM size around the peeling boundary. The ELM size is closely related to both the growth rate of peeling-ballooning mode and the duration time of the linear phase. In contrast, a large E × B velocity shear can stabilize the instabilities near the ballooning boundary. Next, the parameter space of the super H-mode can be enlarged
The effect of team dynamics on software development process improvement
Full text linkThis article identifies the effect of team dynamics in the context of software development teams and its impact on software process improvement (SPI) activities in very small companies, in order to understand the relation- ship between these two variables. Most software development work is done by teams of software engineers working together in a collaborative manner to execute a software development process. Although there is much literature examining software process and how to improve it, less attention has been paid to the issues of team-working and specifically the impact of team dynamics on the software development process. Team dynamics is the term used to define how people work and interact together in teams. Teamwork is more effective with the existence of positive team dynamic, as it encourages a better working environment with satisfied, fulfilled employees who will in turn be more productive. This paper presents the results of a research study of team dynamics in very small software development companies and its impact on the software development process and software process improvement activities
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