172,061 research outputs found
[Correspondence Between Ardie C. Nutt and Barbara Jordan - April 1974]
No full textCorrespondence between Ardie C. Nutt and Barbara Jordan discussing food supplement regulations made by the Food and Drug Administration (FDA) and a bill that would counter those regulations. Nutt urges Andrew Young to take action in favor of the bill. Jordan discusses a similar bill that she introduced
Interview of David C. Nutt by Brian Shoemaker
No full textIn 1935, David Nutt (David), while attending the Hotchkiss Prep School in Connecticut, attended a lecture by Capt Bob Bartlett on the Arctic. Bob was a legendary figure who explored with Robert Peary, Vilhjalmur Stefansson and others. As a result he went to Greenland with Bartlett aboard the RV Effie M. Morrisey for five trips in the summers of 1935 thru 1940. Nutt lists Bartlett as a mentor as well as Waldo Schmidt of the Smithsonian Institution. In June of 1941, David graduated from Dartmouth. He was already in the Naval Reserve and was called to active duty the month before graduation. The Navy detailed David as Executive Officer to the USS Bowdoin, formerly the RV Bowdoin that was sailed by McMillan to the Arctic on numerous occasions. The Bowdoin was fitted out to do hydrographic surveys and in 1942 and 43 conducted hydrographic work in Greenland waters – most notably the hydrographic soundings of Sondestrom Fjord where the American base Bluie West Eight was located and other fjords where U.S. bases were established. In 1944, David was detailed as Executive Officer aboard the USS Sumner, a fleet hydrographic vessel. In early 1945 he became the Commanding Officer of the Sumner. It was the first U.S. ship to enter North China since 1927 and later was the first U.S. ship to enter Bikini Atoll since 1940. He and his crew completed the hydrography of the atoll. He was released from active duty in 1946. Captain Nutt, purchased the Blue Dolphin from Amory Coolidge after returning to New England. It was fitted out as a hydrographic ship by the Navy. He used the vessel on Office of Naval Research Contracts for a variety of scientific research projects in the Arctic. Among his Principal Investigators were Larry Coachman, Per Scholander, Dick Backus and others. He describes the work that was performed on the Blue Dolphin in detail in the interview. He was recommended for Operation Windmill by Waldo Schmidt of the Smithsonian Institution. Windmill was a follow-on expedition to Antarctica to establish survey control points for the aerial photography taken during “Operation High Jump.” Captain Nutt sailed to the Antarctic aboard the USS Edisto in 1947- 48 as a naval observer and curator for the Smithsonian Institution. Capt Nutt sold the Blue Dolphin in 1961, but continued Arctic research project for many years afterward. He served on the Board of Governors of the Arctic Institute of North America and the American Polar Society for many years. He is retired, near Dartmouth in the of Etna, NH where he has lived for the past 55 years.Funded by a grant from the National Science Foundation
A new map of the island of Barbadoes [sic], containing all ye parishes, and principal plantations; together with ye forts, lines, batteries, roads,. &c
No full textNorth positioned to right.; Relief shown pictorially.; Locates rocks under water.; "Vol. 2, Page 1" in top left corner
H. C. Nutt, elected June 12, 1912
No full textPortrait of H. C. Nutt, member of the Alta Club in Salt Lake City, Utah, elected June 12, 1912, involved in railroad industr
angustifolia
No full textIva angustifolia Nutt. ex DC.narrowleaf marsh elderOn Galveston beach, just each of the Sandpiper Motel, in GalvestonOn beac
pauciflorum
No full textDesmodium pauciflorum (Nutt.) DCfewflower ticktrefoilParker's Creek, District No. 1in wet soil; deep shade along Parker's Cree
tagetina
No full textPsilostrophe tagetina (Nutt.) Greenewoolly paperfloweralong U.S. #180, about 1/2 mile east of CornudasRoadsid
tenellum
No full textHeliotropium tenellum (Nutt.) Torr.pasture heliotropealong Mo. #86, about 6 miles south of its junction with Mo. #76Limestone outcro
Decision making in groups : theory and practice
No full textThe purpose of this chapter is twofold: i) to focus attention descriptively on some important aspects of decision making in teams - namely; the sense making process, the nature of multiple perspectives and interpretations, the interdependency of problems that make up a difficult and messy situation, the nature of purposeful behaviour - goals systems, and perspectives on psychological and social negotiation; and ii) to explore ways of translating these descriptions into prescriptions that might reduce the probability of decision failures. The description of decision making and problem solving processes presented in the chapter links directly with some of the aspects of decision making that might decrease the probability of failures. Theories from psychology, social psychology, group processes, the nature of problems and psychological and social negotiation are used as a basis for description. The chapter introduces cognitive and causal mapping as a method for describing and managing decision situations including: sense making, multiple perspectives, and goals systems. The chapter also considers the use of causal mapping as a tool for facilitating negotiation in teams and so aiding the reaching of agreements about how to act. In addition the chapter discusses the role of group support systems (GSS) and operational research in addressing aspects of decision failure. In particular the use of a GSS is argued to address delivering a balance between the potential benefits and potential dangers accrued from drawing multiple stakeholders into decision making situations. The chapter draws particularly upon the research of Nutt that led to his analysis of failed decisions (Nutt, 2002)
why decision fail: Avoiding The blunders and Traps
No full textWhy Decisions Fail critiques 15 infamously bad decisions that became public debacles. The author examines how these mistakes could have been avoided and explains how any organization\u27s decision-making process can be improved to prevent such failures.
Author Paul Nutt began by looking at 400 decisions made by top managers involving such topics as products and services, pricing and markets, personnel policy, technology acquisition, and strategic reorganization. Analyzing how each decision was made, he determined that two out of three decisions were based on failureprone or questionable tactics. He identifies these key errors and suggests alternatives that have proven successful
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