Thematische Bibliographien / Change agents

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Auswahl der wissenschaftlichen Literatur zum Thema „Change agents“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 20. Februar 2023

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Zeitschriftenartikel zum Thema "Change agents"

Wittkopf, Barbara. „Change agents“. Research Strategies 15, Nr. 4 (Januar 1997): iii—iv. http://dx.doi.org/10.1016/s0734-3310(97)90010-0.

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Stastny, Carol, und Carol Stastny. „Change Agents“. Nursing Management (Springhouse) 18, Nr. 2 (Februar 1987): 70. http://dx.doi.org/10.1097/00006247-198702000-00023.

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Eldejany, Raed. „When Change Agents Manage Change“. International Journal of Management Excellence 9, Nr. 2 (10.08.2017): 1093. http://dx.doi.org/10.17722/ijme.v9i2.359.

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Eldejany, Raed. „When Change Agents Manage Change“. International Journal of Management Excellence 9, Nr. 2 (31.08.2017): 1093–96. http://dx.doi.org/10.17722/ijme.v9i2.926.

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COLVIN, CHRISTOPHER J., und ALISON SWARTZ. „Extension agents or agents of change?“ Annals of Anthropological Practice 39, Nr. 1 (Mai 2015): 29–41. http://dx.doi.org/10.1111/napa.12062.

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Rogers, Kath E., und Olu Orange. „"Agents of Change"“. Experiential Learning and Teaching in Higher Education 4, Nr. 2 (01.09.2022): 7. http://dx.doi.org/10.46787/elthe.v4i2.3445.

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Tucker, Rick. „Agents for change“. Mental Health Practice 13, Nr. 1 (September 2009): 12. http://dx.doi.org/10.7748/mhp.13.1.12.s11.

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Thomas, Linda. „Agents for change“. Nursing Standard 2, Nr. 7 (14.11.1987): 29. http://dx.doi.org/10.7748/ns.2.7.29.s64.

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Westgate, Mark. „Agents of Change“. CSA News 63, Nr. 12 (Dezember 2018): 12. http://dx.doi.org/10.2134/csa2018.63.1211.

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Handley, Nicholas J. „Agents of Change“. CFA Digest 40, Nr. 4 (November 2010): 20–21. http://dx.doi.org/10.2469/dig.v40.n4.4.

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Dissertationen zum Thema "Change agents"

Verhovsek, Ester L. „Current Changes Facing Profession: Radiographers as Change Agents“. Digital Commons @ East Tennessee State University, 2012. https://dc.etsu.edu/etsu-works/2590.

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Verhovsek, Ester L. „Educators as Change Agents“. Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etsu-works/2588.

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Verhovsek, Ester L. „Educators as Change Agents“. Digital Commons @ East Tennessee State University, 2012. https://dc.etsu.edu/etsu-works/2589.

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Jin, Yi. „Belief Change in Reasoning Agents“. Doctoral thesis, Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2007. http://nbn-resolving.de/urn:nbn:de:swb:14-1169591206666-14311.

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The capability of changing beliefs upon new information in a rational and efficient way is crucial for an intelligent agent. Belief change therefore is one of the central research fields in Artificial Intelligence (AI) for over two decades. In the AI literature, two different kinds of belief change operations have been intensively investigated: belief update, which deal with situations where the new information describes changes of the world; and belief revision, which assumes the world is static. As another important research area in AI, reasoning about actions mainly studies the problem of representing and reasoning about effects of actions. These two research fields are closely related and apply a common underlying principle, that is, an agent should change its beliefs (knowledge) as little as possible whenever an adjustment is necessary. This lays down the possibility of reusing the ideas and results of one field in the other, and vice verse. This thesis aims to develop a general framework and devise computational models that are applicable in reasoning about actions. Firstly, I shall propose a new framework for iterated belief revision by introducing a new postulate to the existing AGM/DP postulates, which provides general criteria for the design of iterated revision operators. Secondly, based on the new framework, a concrete iterated revision operator is devised. The semantic model of the operator gives nice intuitions and helps to show its satisfiability of desirable postulates. I also show that the computational model of the operator is almost optimal in time and space-complexity. In order to deal with the belief change problem in multi-agent systems, I introduce a concept of mutual belief revision which is concerned with information exchange among agents. A concrete mutual revision operator is devised by generalizing the iterated revision operator. Likewise, a semantic model is used to show the intuition and many nice properties of the mutual revision operator, and the complexity of its computational model is formally analyzed. Finally, I present a belief update operator, which takes into account two important problems of reasoning about action, i.e., disjunctive updates and domain constraints. Again, the updated operator is presented with both a semantic model and a computational model.

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Harriss, Chris J. „Transculturals as Agents of Change“. Thesis, The George Washington University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10743321.

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With operations involving global interindividual interactions and strategic organizational change, organizations face a human resource problem. Today, human resources departments seek individuals capable of interacting across and beyond sociocultural boundaries and sometimes in volatile, uncertain, complex, and ambiguous settings. The literature has identified that organizations underutilize a specific pool of employees with extensive international life-work experience. This study was designed to explore the phenomenon of the transcultural individual from a humanistic perspective. To be a transcultural individual is to have successfully integrated two or more cultures into their worldview. The study also examined transculturality, designating transcultural traits or characteristics, as a positive attribute to being an agent of change in the workplace. Three underlying premises drove this study: first, human relations are malleable; second, transcultural individuals are naturals in interindividual intercultural interactions; and third, change is continuous.

The study population included five women and four men located in Washington, D.C., and Paris, France. The study used a qualitative interpretive inquiry design and a transdisciplinary theoretical framework to explore the nine life stories. Semistructured interviews provided rich and thick descriptions for analysis. The results were threefold: the participants transcended their inherited culture to attain a degree of cultural freedom; a transcultural life lessens angst in the face of change; and self-perception of being a manager and/or leader of change seems normal to the participants.

The findings uncovered the transcultural life experience as a way of being and a way of knowing the world. Moreover, being transcultrual, from a human development and an existential transformative process, appears to predispose individuals to being proactive agents of change in the workplace. This study highlighted the positive humanistic perspectives, derived from being a transcultural individual, that organizations need from individuals with relevant knowledge to address cross-cultural challenges and complexified work settings due to a continuous state of change. The study also revealed a perception of change to be related to individuals’ prior life experiences with change, including emotional behaviors and coping mechanisms developed under such circumstances. Unforeseeably, conversations exposed personal the presence and role of temporalities in relation to personal perceptions of time in relation to change.change when revisiting and recollecting memories. In conclusion, recommendations for transcultural individuals and organizations are derived, and further research is suggested.

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McCallum, Mairi. „MOCHA : modelling organisational change using agents“. Thesis, University of Aberdeen, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.430394.

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Agent-based computing is becoming a popular tool for modelling, designing and implementing distributed systems. In the engineering of multi-agent systems both the analyst and architect may benefit by thinking about the solution in terms of the roles that agents may enact and the relationships between them. As in human organisations, roles and the relationships between them define expected behaviours of the members of an organisation. The organisational structure thus produced provides an effective way to capture medium- to long-term associations and dependencies between agents. If the organisation structure can be defined in a formalism with a well-defined syntax and precise semantics the engineer gains the benefits associated with describing a system in a formal specification. In this thesis we propose a means to formally specify, verify and analyse agent organisations. We take an organisational approach, defining the structure of the organisation without making any assumptions about the internal characteristics of the agents who populate it. We adopt a normative view of organisations, and capture the notion of social influence through relationships between roles. Ours is a flexible and expressive approach that contemplates agents taking part in multiple organisations with distinct roles and disparate (possibly conflicting) obligations. We make a distinction between the structure of an organisation and the population instantiating the organisation, and our framework allows the consequences of change in both the organisational structure and the population to be investigated. The model and the functionalities described in this thesis are based on sets and a prototypical Prolog implementation is presented.

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Williams, Sydney. „New principals as agents of change“. Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/71768.

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Thesis (MEd)--Stellenbosch University, 2012.
Includes bibliography
ENGLISH ABSTRACT: This thesis focuses on the critical role of the new principal as agent of change. “New principal” in this context is a principal who has been at a specific school for between one and five years. He or she may have been promoted from a post at the same school or have been a principal at another school beforehand. The thesis highlights the tangible changes these principals made during their time at these schools, from raising the morale of educators, to improving academic results of learners, to increasing the level of involvement of parents as well as community members. The literature survey focuses on change in school contexts where urgent and far reaching change is necessary. It shows how complex the process is and the various stages that are involved. The literature underlines that change and resistance are sides of the same coin. It seems that successful change requires that the principal as an agent and initiator of change has a clear set of strategies to handle the inevitable resistance to the process. The literature review also explores the different stages of resistance and the considerations necessary to ensure that the change process leads to a peaceful conclusion that benefits the school as a whole. The main collection instrument used in this qualitative research is a semi-structured interview on the theme of change. The study uses the narratives of four principals, two from secondary schools and two from primary schools from dysfunctional and low-performing schools that emerged, to explore the reasons for their success. Findings show all these ‘new’ principals were at schools affected by socio-economic factors that had a negative effect on the academic results of learners. The attempts these principals made were initially met with resistance, particularly from educators who had been at the school for some time, who did not see any need to make changes at the school. It seems the findings show that the principals in this study always had an appropriate strategy to deal with the situations that arose. This makes them truly transformational leaders, i.e. leaders with the necessary expertise who can enable their followers to perform better than they thought they could and work for the good of the institution rather than their own self-interest. These are the type of leaders that schools need to make our education system as effective as it needs to be. In the interests of making dysfunctional or poorly performing schools a better place of teaching and learning for all learners and educators, further research should build on the work done here. Particular attention should be given to the management style of effective school such as the new principals at these particular schools. This will provide us with better academic “lenses” to observe the necessary passion and commitment with which these changes are made, and the ways in which principals are able to endure and overcome any resistance to change.
AFRIKAANSE OPSOMMING: Hierdie tesis fokus op die kritieke rol van die “nuwe prinsipaal (skoolhoof) as agent van verandering”. “Nuwe prinsipaal” in hierdie konteks bedoel prinsipaal is ''n persoon wat tussen een en vyf jaar by n spesifieke skool was. Hierdie persoon kan in hierdie pos as prinsipaal by hul hiudige skool bevorder geword het, of as prinsipaal by n ander skool in die pos as prinsipaal gewerk het. Hierdie tesis bring na vore die sigbare veranderings wat hierdie prinsipale aangebring het gedurende hul termyn by hierdie skole, van die opheffing van die moreel van onderwysers tot die verbetering van die akademiese uitslae van leerders, tot beter betrokkenheid van ouers en gemeenskaplede by die skool. Die literere navorsing fokus op verandering binne die skool konteks waar dringend en vergaande verandering 'n noodsaaklihheid geword het. Dit bewys die komplekse aard en die verskillende stadiums verbind daarmee. Die literatuur beklemtoon die feit dat verandering en weerstand twee kante van dieselfde muntstuk is (gaan saam). Dit blyk suksevolle veranderings verg van die prinsipaal as agent en inisieerder van verandering, duidelike strategiee om die onafwendbare of onvoorspelbare weerstand te bestuur in die proses. Die literere oorsig ondersoek die verskillende stadiums van weerstand endie nodige vermoens om die proses van verandering te ondersteun, en tot voordeel van die skool as geheul te bevoordeel. Die vernaamste instrument wat in die kwalititiewe navorsing gebruik is, was n semi-struktuere onderhoud gebaseer op die tema van verandering. Hierdie studie gebruik die verhalende aard van die vier prinsipale, twee van sekondere skole, en twee van primere skole, almal van disfunktionele en lae-voerende skole, wat die rede vir hul sukses bepaal het. Bevindings wys dat al die “nuwe prinsipale” by skole was wat beinvloed was deur sosio-ekonomiese faktore wat 'n negatiewe uitwerking gehad het op die akademiese uitslae van leerders. Die pogings van die prinsipale was aanvanglik met weerstand gepaard gegaan, veral van opvoeders wat vir 'n aantal jare by die skool was, en nie die nodigheid vir veranderings gesien het nie. Bevindings in die studie toon dat die prinsipale altyd gereed was met die gepaste strategie om die situasie te hanteer. Die het van hulle ware transformele leiers gemaak, m.a.w. leiers met die nodige vaardighede, wat hulle in staat gestel het om hulle volgelinge bemagtig het om beter te doen as wat hulle gedink het hulle in staat was, en gewerk het tot die voordeel van die skool as instansie en nie tot hulle eie belange as prinsipale nie. In die belange en voordeel om van disfunksionele of swak akademiese skole 'n beter plek van onderrig en opvoeding vir alle leerders en opvoeders te maak, word voorgestel dat verdere navorsing onderneem word. Daar moet veral gefokus word op, die bestuursstyl van geaffekteerde skole soos die nuwe prinsipale van hierdie spesifieke skole. Dit sal ons met beter akademiese lense toerus om die nodige passie en toegewydheid te observeer waarmee hierdie veranderings gemaak was, en die maniere waarmee die prinsipale gevolhard het teen die stryd om weerstand teen te staan in die proses tot verandering.

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Wambach, Lisa. „Internal consultants as positive change agents“. Master's thesis, NSBE - UNL, 2013. http://hdl.handle.net/10362/11647.

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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics
Capitalizing on recent publications, this paper studies the influence of change agents on positive organizational change. With qualitative research involving internal consultants as change agents, findings have shown that current positive change models, specifically the theory of psychological capital, require contextual enhancements to be anchored in organizational change. In conjunction with traditional change models, and further research and case studies that facilitate the transition to incorporate the relevant models, internal consultants attain the ability to induce positive change in organizations.

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Fry, Thurman Jeffrey. „School improvement councils as change agents“. Morgantown, W. Va. : [West Virginia University Libraries], 1999. http://etd.wvu.edu/templates/showETD.cfm?recnum=442.

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Thesis (Ed. D.)--West Virginia University, 1999.
Title from document title page. Document formatted into pages; contains xv, 191 p. Vita. Includes abstract. Includes bibliographical references (p. 155-167).

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Asquith, Andrew Richard. „Change management in local government : strategic change agents and organisational ownership“. Thesis, Birmingham City University, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.385165.

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This thesis analyses strategic change management in English local government and suggests the most appropriate leadership and management approaches for achieving successful organisational change. Using a model of organic evolution, the research identifies and analyses three distinctive stages in the development of management systems and practices in local government. These stages can be identified as: traditional, corporate and strategic approaches. A sample of eight local authorities representing two from each of the major English authority types was selected. Extensive qualitative research enabled the classification of the authorities using the following typology: namely transactional, community leadership and business culture. Each type is representative of one of the three evolutionary stages. With reference to each of the identified three stages of evolutionary development, the role of the chief executive in each of the authorities in successfully managing change was assessed. The purpose is to establish which management type provided the most effective change management environment. This assessment took place on two levels. Firstly, the qualitative research addressed the perceptions of the chief executives' change management agenda on the part of the strategic actors on both sides of the managerial/political interface within each authority. They were identified as the chief executive, the chief officers and the leading elected members. These perceptions were then used to develop the management typology noted above. Following the development of the management typology, an extensive survey of the attitudes of both middle managers and street-level operatives towards the change management process was conducted in the eight local authorities. This quantitative research revealed the perceptions of those individuals on whom change has the greatest impact. Following the analysis of the data generated by both the qualitative and quantitative research, the most effective leadership and change management strategies for local government in England are suggested. The conclusion is therefore that the most effective model for change management for local government is a hybrid organisation combining strengths from two of the evolutionary management stages.

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Bücher zum Thema "Change agents"

Kelly, Alan L., und Lotte Bach Larsen, Hrsg. Agents of Change. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-55482-8.

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Kreutzner, Gabriele, und Heidi Schelhowe, Hrsg. Agents of Change. Wiesbaden: VS Verlag für Sozialwissenschaften, 2003. http://dx.doi.org/10.1007/978-3-322-91354-8.

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Viruses: Agents of change. New York: McGraw-Hill Pub. Co., 1990.

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Bünnagel, Werner. Mitarbeiter als Change Agents. Berlin, Heidelberg: Springer Berlin Heidelberg, 2021. http://dx.doi.org/10.1007/978-3-662-63643-5.

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McIntyre, Anthony. Irish Republicans: Agents of change? Belfast: [The Author], 1997.

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Grabowska, Izabela, Michał P. Garapich, Ewa Jaźwińska und Agnieszka Radziwinowiczówna. Migrants as Agents of Change. London: Palgrave Macmillan UK, 2017. http://dx.doi.org/10.1057/978-1-137-59066-4.

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Schröck, Nikolaus. Change Agents im strukturellen Dilemma. Wiesbaden: VS Verlag für Sozialwissenschaften, 2009. http://dx.doi.org/10.1007/978-3-531-91885-3.

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Lettau, Meike. Künstler als Agents of Change. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-31082-0.

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N, Pelton Joseph, Oslund Robert J und Marshall Peter, Hrsg. Communications satellites: Global change agents. Mahwah, N.J: Lawrence Erlbaum Associates, 2004.

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Caluwé, Léon de. Learning to change: A guide for organization change agents. Thousand Oaks, Calif: Sage Publications, 2003.

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Buchteile zum Thema "Change agents"

Gallagher, Anthony G., Gerald C. O’Sullivan und Gerald C. O’Sullivan. „Agents of Change“. In Fundamentals of Surgical Simulation, 1–38. London: Springer London, 2011. http://dx.doi.org/10.1007/978-0-85729-763-1_1.

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Kim, ChanMin. „Virtual Change Agents“. In Encyclopedia of the Sciences of Learning, 3405–7. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4419-1428-6_223.

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Roberts, Cheryl. „Agents of Change“. In Consuming Mass Fashion in 1930s England, 29–62. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-94613-5_2.

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Faramarzi, Sabrina. „Agents of change“. In Lifestyle Journalism, 114–26. London ; New York : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9781351123389-10.

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Ophrat, Hadas. „Agents of Change“. In Art Intervention in the City, 115–24. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003289579-13.

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Gerschlager, Caroline. „Agents of Change“. In The Two Sides of Innovation, 11–38. Cham: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-01496-8_2.

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Laver, Kate. „Agents of change“. In Implementation Science, 181–82. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003109945-54.

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Coonerty, Sheila M. „Change in the Change Agents“. In How People Change, 81–97. Boston, MA: Springer US, 1991. http://dx.doi.org/10.1007/978-1-4899-0741-7_7.

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Kreutzner, Gabriele, und Heidi Schelhowe. „Introduction“. In Agents of Change, 7–22. Wiesbaden: VS Verlag für Sozialwissenschaften, 2003. http://dx.doi.org/10.1007/978-3-322-91354-8_1.

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Allert, Heidrun, Hadhami Dhraief und Wolfgang Nejdl. „Intelligent Online Knowledge Resources for Instructional Learning. Computer-Supported and Computer-Aided Design for Online Knowledge Resources“. In Agents of Change, 147–54. Wiesbaden: VS Verlag für Sozialwissenschaften, 2003. http://dx.doi.org/10.1007/978-3-322-91354-8_10.

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Konferenzberichte zum Thema "Change agents"

Baroudi, Jack, Sirkka Jarvenpaa und Michael Vitale. „Change for the change agents (abstract)“. In the 1994 computer personnel research conference. New York, New York, USA: ACM Press, 1994. http://dx.doi.org/10.1145/186281.186462.

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Armarego, Jocelyn. „Educating 'Agents of Change'“. In Proceedings. 18th Conference on Software Engineering Education & Training. IEEE, 2005. http://dx.doi.org/10.1109/cseet.2005.18.

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Louekari, M. „Change agents in urban transformation“. In The 10th EAAE/ARCC International Conference. Taylor & Francis Group, 6000 Broken Sound Parkway NW, Suite 300, Boca Raton, FL 33487-2742: CRC Press, 2017. http://dx.doi.org/10.1201/9781315226255-3.

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Moon, Youngme, und Clifford I. Nass. „Adaptive agents and personality change“. In Conference companion. New York, New York, USA: ACM Press, 1996. http://dx.doi.org/10.1145/257089.257325.

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Barber, K. S., R. M. McKay, C. E. Martin, T. H. Liu, J. Kim, D. Han und A. Goel. „Sensible Agents in Supply Chain Management: An Example Highlighting Procurement and Production Decisions“. In ASME 1999 Design Engineering Technical Conferences. American Society of Mechanical Engineers, 1999. http://dx.doi.org/10.1115/detc99/cie-9078.

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Abstract Agent-based technologies can be applied to many aspects of supply chain management. The need for responsive, flexible agents is pervasive in this environment due to its complex, dynamic nature. Two critical aspects of agent capabilities are the ability to (1) classify agent behaviors according to autonomy level and (2) adapt problem-solving roles to various problem-solving situations during system operation. Sensible Agents, capable of Dynamic Adaptive Autonomy, have been developed to address these issues. A Sensible Agent’s “autonomy level” constitutes a description of the agent’s problem-solving role with respect to a particular goal. Problem-solving roles are defined along a spectrum of autonomy ranging from command-driven, to consensus, to locally autonomous/master. Dynamic Adaptive Autonomy is a capability that allows Sensible Agents to change autonomy levels during system operation to meet the needs of a particular problem-solving situation. This paper provides an overview of the Sensible Agent Testbed and introduces an example supply chain management domain with a scenario showing how this testbed could be used to simulate agent-based problem solving.

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Vizzari, Giuseppe, und Stefania Bandini. „Coordinating change of agents' states in situated agents models“. In the fourth international joint conference. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1082473.1082752.

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Abreu, Carolina, Cássio Coelho und Célia Ralha. „MASE-BDI: Agents with Practical Reasoning for Land Use and Cover Change Simulation“. In Workshop de Computação Aplicada à Gestão do Meio Ambiente e Recursos Naturais. Sociedade Brasileira de Computação - SBC, 2015. http://dx.doi.org/10.5753/wcama.2015.10191.

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Agents with a cognitive dimension are paramount to represent and understand land use and land cover changes that involves decision making. A Belief-Desire-Intention(BDI)-Agent system for environmental simulation was developed:the MASE-BDI framework. MASE-BDI, a novel version of MASE, implements agents that can be represented by their individual beliefs and in- tentional behavior to choose plans of action in a complex environment. We investigate the advantages, limitations and drawbacks of this new design and how practical reasoning agents can contribute to decision support for sustain- ability. Experiments were made in a spatially explicit LUCC study case of the Brazilian Cerrado between the years of 2002 and 2008. MASE-BDI simulation results were compared to those obtained with the multi-agent system for land- use change simulation previously developed in this research project.

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Ojeniyi, Adegoke, Azizi Ab Aziz und Yuhanis Yusof. „Verification analysis of an agent based model in behaviour change process“. In 2015 International Symposium on Agents, Multi-Agent Systems and Robotics (ISAMSR). IEEE, 2015. http://dx.doi.org/10.1109/isamsr.2015.7379776.

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Gaye, Mouhamadou, Mamadou Bousso, Ousmane Sall und Moussa Lo. „Estimation and propagation of change effects in ontology based on graph properties“. In 2017 IEEE International Conference on Agents (ICA). IEEE, 2017. http://dx.doi.org/10.1109/agents.2017.8015301.

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Mountford, Paul A., und Mark A. Borden. „Thermodynamics of superheated phase-change agents“. In 2016 IEEE International Ultrasonics Symposium (IUS). IEEE, 2016. http://dx.doi.org/10.1109/ultsym.2016.7728391.

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Berichte der Organisationen zum Thema "Change agents"

Dorr, Kirk C. Developing Agents of Change. Fort Belvoir, VA: Defense Technical Information Center, Januar 2003. http://dx.doi.org/10.21236/ada415969.

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Seybold, Patricia. Educating Kids to Be Change Agents. Boston, MA: Patricia Seybold Group, März 2010. http://dx.doi.org/10.1571/bp03-25-10cc.

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Ainsley, J. R., und James Riordan. DoD and the Change Paradigm: Change Agents Versus Established Service Roles, Missions, and Cultures,. Fort Belvoir, VA: Defense Technical Information Center, Januar 1999. http://dx.doi.org/10.21236/ada372002.

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Seybold, Patricia. Developing Change Agents to Spawn Grass Roots Innovation and Transformation in Africa. Boston, MA: Patricia Seybold Group, April 2009. http://dx.doi.org/10.1571/cs04-09-09cc.

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Ruben, Barbara. Nurturing the Development of Teacher Change Agents Within a Teacher Education Program. Portland State University Library, Januar 2000. http://dx.doi.org/10.15760/etd.1990.

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Thorpe, Jodie, Joost Guijt, Thom Sprenger und Darian Stibbe. Multi Stakeholder Platforms as system change agents : A guide for assessing effectiveness. Wageningen: Wageningen Centre for Development Innovation, 2021. http://dx.doi.org/10.18174/548294.

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Wachen, John, Mark Johnson, Steven McGee, Faythe Brannon und Dennis Brylow. Computer Science Teachers as Change Agents for Broadening Participation: Exploring Perceptions of Equity. The Learning Partnership, April 2021. http://dx.doi.org/10.51420/conf.2021.2.

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In this paper, the authors share findings from a qualitative analysis of computer science teachers’ perspectives about equity within the context of an equity-focused professional development program. Drawing upon a framework emphasizing educator belief systems in perpetuating inequities in computer science education and the importance of equity-focused teacher professional development, we explored how computer science teachers understand the issue of equity in the classroom. We analyzed survey data from a sample of participants in a computer science professional development program, which revealed that teachers have distinct ways of framing their perceptions of equity and also different perspectives about what types of strategies help to create equitable, inclusive classrooms reflective of student identity and voice.

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Devine, Joshua W. Migraine Preventive Treatment and Its Influence on the Change in Therapeutic Intensity with Disease-Specific Abortive Agents. Fort Belvoir, VA: Defense Technical Information Center, Januar 2006. http://dx.doi.org/10.21236/ada442873.

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Ulasewiicz, Constance B. "Triple Bottom Line Practices" in the Classroom and Across the Curriculum for Agents of Change in Apparel Disciplines. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1321.

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Bustelo, Monserrat, Karen Martinez, Sofía González und Agustina Suaya. Gender and Inclusion in the Green Agenda: Where Are We and How to Move Forward? Inter-American Development Bank, Juni 2022. http://dx.doi.org/10.18235/0004285.

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Current carbon emission trends threaten inevitable and irreversible changes to the environment that could cost the region US$100 billion annually by 2050 and the loss of up to 2.5 million jobs by 2030. Climate change affects us all. However, women, indigenous peoples, African descendants, and persons with disabilities are particularly vulnerable to the environmental, economic, and social disruptions caused by climate change. At the same time, these groups are decisive agents of change for the mitigation of climate change and the transition to a green and sustainable economy. This document presents evidence of the challenges faced by these populations, as well as the main opportunities and lessons learned about their role in the transition to a zero net carbon future in the region.

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