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Relevant bibliographies by topics / Action and Change

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Academic literature on the topic 'Action and Change'

Author: Grafiati

Published: 18 May 2024

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Journal articles on the topic "Action and Change"

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Varzinczak, I. J. "On Action Theory Change." Journal of Artificial Intelligence Research 37 (February 27, 2010): 189–246. http://dx.doi.org/10.1613/jair.2959.

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As historically acknowledged in the Reasoning about Actions and Change community, intuitiveness of a logical domain description cannot be fully automated. Moreover, like any other logical theory, action theories may also evolve, and thus knowledge engineers need revision methods to help in accommodating new incoming information about the behavior of actions in an adequate manner. The present work is about changing action domain descriptions in multimodal logic. Its contribution is threefold: first we revisit the semantics of action theory contraction proposed in previous work, giving more robust operators that express minimal change based on a notion of distance between Kripke-models. Second we give algorithms for syntactical action theory contraction and establish their correctness with respect to our semantics for those action theories that satisfy a principle of modularity investigated in previous work. Since modularity can be ensured for every action theory and, as we show here, needs to be computed at most once during the evolution of a domain description, it does not represent a limitation at all to the method here studied. Finally we state AGM-like postulates for action theory contraction and assess the behavior of our operators with respect to them. Moreover, we also address the revision counterpart of action theory change, showing that it benefits from our semantics for contraction.

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Archer, Nathan. "Action for change." Early Years Educator 22, no. 8 (March 2, 2021): 31–32. http://dx.doi.org/10.12968/eyed.2021.22.8.31.

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Russell, Meredith Jones. "Change in action." Nursery World 2019, Sup13 (June 23, 2019): 6–8. http://dx.doi.org/10.12968/nuwa.2019.sup13.6.

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Mecklin, John. "Climate change action requires … actual action." Bulletin of the Atomic Scientists 76, no. 5 (September 2, 2020): 227. http://dx.doi.org/10.1080/00963402.2020.1811485.

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Shafi, Khalid Mahmood, Arif Ullah Khan, and Rafaqat Islam. "CLIMATE CHANGE ACTION AND STATE SOVEREIGNTY." Margalla Papers 25, no. 2 (December 31, 2021): 98–108. http://dx.doi.org/10.54690/margallapapers.25.2.77.

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Climate change is a reality recognized globally. Although global efforts are accelerating, there are fears in the underdeveloped world regarding the erosion of their sovereignty through climate change action and response mechanisms. Remedial actions taken at various levels are not a compensating reflection of this reality. There is a need to establish a well-thought-out mechanism and support fast-track climate change action and responses. This study, therefore, highlights the impact of climate change action on state sovereignty through in-depth analysis by interviewing climate experts and officials. It reckons that the issue revolves around interference in internal policies through the prism of climate change action incorporating world organisations. It concludes that developing states may have fears regarding the overreach of developed states in their remedial actions, as seen in the Global South and Global North divide. Bibliography Entry Shafi, Khalid Mahmood, Arif Ullah Khan and Rafaqat Islam. 2021. "Climate Change Action and State Sovereignty." Margalla Papers 25 (2): 98-108.

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Shafi, Khalid Mahmood, Arif Ullah Khan, and Rafaqat Islam. "CLIMATE CHANGE ACTION AND STATE SOVEREIGNTY." Margalla Papers 25, no. 2 (December 31, 2021): 98–108. http://dx.doi.org/10.54690/margallapapers.25.2.77.

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Climate change is a reality recognized globally. Although global efforts are accelerating, there are fears in the underdeveloped world regarding the erosion of their sovereignty through climate change action and response mechanisms. Remedial actions taken at various levels are not a compensating reflection of this reality. There is a need to establish a well-thought-out mechanism and support fast-track climate change action and responses. This study, therefore, highlights the impact of climate change action on state sovereignty through in-depth analysis by interviewing climate experts and officials. It reckons that the issue revolves around interference in internal policies through the prism of climate change action incorporating world organisations. It concludes that developing states may have fears regarding the overreach of developed states in their remedial actions, as seen in the Global South and Global North divide. Bibliography Entry Shafi, Khalid Mahmood, Arif Ullah Khan and Rafaqat Islam. 2021. "Climate Change Action and State Sovereignty." Margalla Papers 25 (2): 98-108.

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Burnett, Amy, and Carolin Schellhorn. "Leadership performance of financial firms on climate change action." Banks and Bank Systems 11, no. 2 (July 2, 2016): 103–9. http://dx.doi.org/10.21511/bbs.11(2).2016.10.

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Global awareness of the urgent need to decarbonize the economy has been growing. Although legislative and regulatory actions have been lagging, some businesses have emerged as leaders in this process. In particular, financial institutions as information producers and resource allocators play an important role. In order to accelerate the global transition to a low-carbon economy, market participants need to develop the ability to identify and support firms that are leading on climate change action. Using CDP data on ten climate change action metrics for 2013, the authors apply the dichotomous Rasch model to rank the overall climate change action performance of U.S. financial firms across multiple dimensions of this effort. Simultaneously, the results identify the climate change action metrics for which success was most difficult to achieve. The authors show that investors, managers and regulators should consider ranking firms using this more comprehensive methodology rather than the CDP’s Performance Band or the CDP’s Disclosure Score alone when assessing firm leadership in this area. While this study focuses on financial firms, a similar analysis could be conducted for ranking firms in other industries as well. The authors’ results are important for investors, managers and regulators charged with firm performance evaluation and resource allocation in the face of growing pressures to decarbonize the global economy

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Botting, Lucy. "Transformational change in action." Nursing Management 17, no. 9 (February 2, 2011): 14–19. http://dx.doi.org/10.7748/nm2011.02.17.9.14.c8297.

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Hunter, Aaron, and James Delgrande. "Belief Change with Uncertain Action Histories." Journal of Artificial Intelligence Research 53 (August 31, 2015): 779–824. http://dx.doi.org/10.1613/jair.4558.

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We consider the iterated belief change that occurs following an alternating sequence of actions and observations. At each instant, an agent has beliefs about the actions that have occurred as well as beliefs about the resulting state of the world. We represent such problems by a sequence of ranking functions, so an agent assigns a quantitative plausibility value to every action and every state at each point in time. The resulting formalism is able to represent fallible belief, erroneous perception, exogenous actions, and failed actions. We illustrate that our framework is a generalization of several existing approaches to belief change, and it appropriately captures the non-elementary interaction between belief update and belief revision.

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Lázaro Touza, Lara E., and Michel S. Zoghby. "Climate Change: Risky Business?" Studies of Applied Economics 32, no. 3 (March 5, 2020): 1043. http://dx.doi.org/10.25115/eea.v32i3.3247.

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The recently released IPCC report states that climate change is unequivocal, unprecedented and anthropogenic in origin. Climate change is a three-pronged global externality with environmental, socio-economic and political consequences.. It may unleash ‘catastrophic’ losses in welfare if tipping points are crossed. Actions to avert catastrophic outcomes should arguably resemble insurance decisions rather than investment decisions. Early recommendations from the economics community on a climate policy ramp have been partially upended by stronger calls for action based, inter alia, on severe tail events. Efforts by the international community to respond to more urgent calls for action have so far failed to materialise. Future research on severe tail events, environmentally sound technologies and the establishment of more acceptable burden sharing agreements may improve the current grim prospects for effective and efficient climate action.

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Dissertations / Theses on the topic "Action and Change"

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Drury, John. "Collective action and psychological change." Thesis, University of Exeter, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337762.

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Hutchinson, W. B. D. "Action research, educational change and professional development." Thesis, University of Cambridge, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.381565.

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Kenny, John Daniel, and jonk19@bigpond net au. "Exegesis: Strategy and Learning: a path to organisational change." RMIT University. Education, 2005. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20060308.125308.

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This Exegesis and the Portfolio document referred to herein report on the outcomes of my research towards a PhD in education (by Project) between mid 2001 and July 2005. The Portfolio contains a collection of ten papers written during the research and also a summary of the key tools and processes resulting from the research. This Exegesis contains the major theoretical arguments leading to the development of the research outcomes, the methodology employed and a description of the organisational context operating during the study. It also draws links between the various data sets as presented in the Portfolio. The research began with a consideration of a major change project at RMIT University: the Implementation of the Distributed Learning System (DLS). The problems associated with this project highlighted the need for holistic organisational approaches to change and the uncertain nature of radical change projects. This led into a consideration of broader questions to do with organisational change and managing uncertainty. The generalisability of the research findings was enhanced by the wide ranging literature review and data from a range of stakeholders. This ultimately led to the development of a

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Furin, Anna, and Emma Martinsson. "LEADERSHIP FOR CHANGE : -Action research within a Lean transformation." Thesis, KTH, Skolan för teknikvetenskaplig kommunikation och lärande (ECE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-174023.

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The purpose of the study has been to investigate how leadership can support organisational change by empowering Project Managers and Team Leaders to encourage organisational change into a Lean/Agile organisation. Lean is a management philosophy based on measuring flow efficiency instead of resource efficiency. To be able to create flow there are certain basic principles to be followed such as minimising waste, working in a team and constantly strive for improvement. It has in several studies been pointed out that leadership is an important factor in creating a successful organisational change that lasts. We have in our study strengthen the implementation of Lean by focusing on visual planning, feedback and leadership connected with theories on organisational change. This was done by providing by coaching leadership during the workshops and also a study visit for one of the pilot groups that consisted of Team Leaders and Project Managers from two of the divisions at Saab Technologies. In conclusion, the study has shown that leadership is a necessary factor to succeed with a reorganisation irrespective of what level in the company is being reorganised. The Management Teams have to lead with visions and create long-term goals. Based on these goals, clear milestones should be created that are implemented and then evaluated in short intervals, these milestones then sipper down the to the levels below in the organisation where the milestones and goals are translated from vision into action. The picture of that a reorganisation changes the company overnight needs to be erased in benefit of creating small continuous changes that in the long run will lead to a new organisation. The Project Managers and Team Leaders also have to lead their projects and teams for the reorganisation to evolve and not stagnate. Furthermore, the leadership has to be adapted to every situation, keeping in mind that teams and projects are in different stages just as a reorganisation. Visual planning has worked as a translator and as something reachable in the reorganisation and also as an anchor to be able to continue the implementation of Lean within the organisation.
Syftet med studien har varit att undersöka hur ledarskap kan stödja organisationsförändring genom att ge makt till projekt- och teamledare att främja organisationsförändringen till en Lean/Agil verksamhet. Lean är en management filosofi som baseras på att mäta flödeseffektivitet istället för resurseffektivitet. För att skapa flöde finns vissa grundprinciper som att minimera slöseri, arbeta i team och att ständigt stäva efter att förbättra. Ledarskap har i flera studier poängterats som en viktig faktor för att få till en lyckad organisationsförändring som består. I vårt examensarbete har vi stärkt implementeringen av Lean genom att fokusera på visuell planering, feedback och ledarskap sammankopplat med teorier om organisationsförändring. Detta har skett genom att vi har tillhandahållit ett coachande ledarskap under workshops och ett studiebesök för en pilotgrupp, bestående av teamledare och projektledare vid två Divisioner inom Saab Technologies. Slutsatsen av studien är att ledarskap är en nödvändig faktor för att lyckas med en omorganisation oavsett på vilken nivå av företagets organisation. Ledningsgruppen måste leda med visioner och skapa långsiktiga mål. Utifrån dessa mål bör sedan tydliga hållpunkter skapas som implementeras och utvärderas i korta intervall, de hållpunkterna sipprar sedan neråt i organisationen och översätter mål och vision till aktion. Bilden av att en omorganisation förändrar företaget över en natt behöver suddas ut till förmån för att skapa små kontinuerliga förändringar som i det långa loppet leder till en ny organisation. Även projektledare och teamledare måste leda sina projekt och team för att omorganisationen ska gå framåt och inte stagnera. Ledarskapet måste i sin tur anpassas till varje situation, att leda med tanken på att ett team och projekt befinner sig i olika faser precis som en omorganisation. Visuell planering har fungerat som en översättningsfunktion och som någonting greppbart i omorganisationen samt fungerat som ett ankare för att fortsätta implementera Lean i organisationen.

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Giles, Melissa Kay. "Diversity in action : minority group media and social change." Thesis, Queensland University of Technology, 2011. https://eprints.qut.edu.au/44125/1/Melissa_Giles_Exegesis.pdf.

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My thesis consists of a creative work plus an exegesis. This exegesis uses case study research to investigate three Brisbane-based media organisations and the role they play in encouraging social inclusion and other positive social change for specific disadvantaged and stigmatised minority groups. Bailey, Cammaerts and Carpentier’s theoretical approach to alternative media forms the basis of this research. Bailey et al. (2008, p. 156) view alternative media organisations as having four important roles, two media-centred and two society-centred, which must all be considered to best understand them: • serving their communities • acting as an alternative to mainstream media discourses • promoting and advocating democratisation in the media and through the media in society • functioning as a crossroads in civil society. The first case study, about community radio station 4RPH (Radio for the Print Handicapped), centres on promoting social inclusion for people with a print disability through access to printed materials (primarily mainstream print media) in an audio format. The station also provides important opportunities for members of this group to produce media and, to a lesser extent, provides disability-specific information and discussions. The second case study, about gay print and online magazine Queensland Pride, focuses on promoting social inclusion and combating the discrimination and repression of people who identify as lesbian, gay, bisexual or transgender. Central issues include the representation (including sexualised representation) of a subculture and niche target market, and the impact of commercialisation on this free publication. The third case study, about community radio station 98.9FM, explores the promotion of social inclusion for peoples whose identity, cultures, issues, politics and contributions are often absent or misrepresented in the mainstream media. This radio station provides “a first level of service” (Meadows & van Vuuren, 1998, p. 104) to these people, but also informs and entertains those in the majority society. The findings of this research suggest that there are two key mechanisms that help these media organisations to effect social change: first, strengthening the minority community and serving its needs, and second, fostering connections with the broader society.

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Williams, Ken, of Western Sydney Hawkesbury University, and Faculty of Agriculture and Rural Development. "From the change without to the change within : a group dynamic approach to action research." THESIS_FARD_XXX_Williams_K.xml, 1992. http://handle.uws.edu.au:8081/1959.7/88.

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This thesis details an action research project conducted into the theme of 'improving the functioning of a Faculty of Agriculture'. The Faculty had been changing to an experiential paradigm of learning over a period of ten years when the research began. The initial impetus for the research was a feeling of concern by many members of the Faculty about the impacts of this change. A research team of six members, which met regularly for 12 months, was organised. The research began with the assumption 'that an Action Research team can intervene in the life of an organisation for the benefit of that organisation, to bring about situation improvement'. There was an initial expectation that issues of accountability, responsibility and management within the Faculty, would be the focus of the research team. However, during the course of the research, the personal professional practice of the researchers became the focus. Analysis of the data highlighted a link between the technical, practical and emancipatory modes of Action Research, and the four stages of group development - dependency, conflict, cohesion and interdependency. The role of facilitation in the conduct of Action Research was highlighted, and the nature of the 'client' role was subjected to scrutiny. The wider ramifications of this research are discussed, particularly as they relate to the role of Action Research in improving large organisations, and as a tool to improve farming communities. In both cases, the concept of the 'critical community' was emphasised as an ideal to be aimed for in Action Research teams. To achieve such a group, the belief systems of members need to be brought out, to enable a group to develop in its interactions to a stage where issues can be properly dealt with, rather than only the assumed symptoms of underlying issues. A process of critique and reflection in an immediate and ongoing way has been shown to assist in this process of group development towards a critical community
Master of Science (Hons)

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Barker, Hazel. "A journey to learn about journeys : a practical examination of the nature of the relationship between the change manager and his change project." Thesis, University of Salford, 2000. http://usir.salford.ac.uk/26562/.

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This research is concerned with finding out about the nature of the relationship between the change manager and the change project. An action learning approach to the investigation and analysis was adopted throughout in order to achieve a 'practitioner's perspective' in a range of inter-related learning environments. The research tracks the progress of six change managers. To attempt to minimise the variables, six smaller organisations (i.e. those employing fewer than 250 employees) from the manufacturing and production sector were recruited; all were based within a 20 mile radius; and all were attempting to change to meet the key indicators of a national performance standard from a similar starting point. Please see Table 1 below for further details. From the work with the change managers and the action learning set, all of whom acted as co-researchers during the analysis phase, some conclusions were drawn. The most significant being that the relationship between the change manager and the change project could be described as being essentially symbiotic in its nature, insofar as the change project impacted directly and indirectly upon the change manager, and the change manager's direct and indirect actions influenced the degree of success of the change project. From the conclusions drawn, and as might be considered to befit an action learning approach to research, a practical solution was proposed for achieving more successful organisational change outcomes - a framework to enable the change manager to develop, within the context of the demands of the change project. The framework was not intended to be a constant, but rather a guide for action. Some conclusions were also drawn about the form of the development which might be required by those advising on change, as a consequence of the findings.

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Phear, Nicolette. "Creating Space| Engaging Deliberation about Climate Action." Thesis, Prescott College, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3642993.

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In the United States public discourse, climate change is often framed as a polarized and intractable issue. The purpose of this dissertation was to explore deliberation about climate action, and to evaluate whether effective responses to climate change can be facilitated through new structures and processes that enable and encourage dialogue on the subject of how to reduce greenhouse gas emissions. Working with sustainability leaders at the University of Montana and in the community of Missoula, Montana, the author convened three public deliberations, in which a variety of solutions to climate change were discussed. Three questions guided this study: 1) what motivated individuals to engage in deliberation about climate action; 2) how did individual engagement vary and affect the quality of the deliberation; and 3) how effective were the deliberations in building a sense of individual agency and generating collaborative action strategies to address climate change. Based on a rigorous statistical analysis of survey responses combined with qualitative data, this action research study offers a holistic exploration of the three deliberative events convened. The deliberative processes generated collaborative action strategies and increased participants' sense of agency to take action on climate change; the findings also revealed differences in the ways individuals engaged and affected the quality of the overall group deliberation. This dissertation contributes to the literature on collaborative responses and collective action on climate change, broadens understanding of deliberative processes, and provides new insight into opportunities for leading deliberation about climate action.

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Geron, Liduvino S., of Western Sydney Hawkesbury University, and Faculty of Agriculture and Rural Development. "Action research as a framework for systemic and organic change." THESIS_FARD_XXX_Geron_L.xml, 1992. http://handle.uws.edu.au:8081/1959.7/185.

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This document outlines how organizational action was mobilized in examing and improving current organizational practices. The study was conducted in a technical task-based research organization in the Philippines and was triggered by a concern for the seeming unfavorable feedback the organization receives from the external environment. An analysis of the organizational situation showed among other factors, the apparent lack of a mechanism that relates the organization's research findings to policy making. Through action researching and using the Soft Systems Methodology as a framewrok, an action plan was developed which is designed to improve the situation. The document also discusses insights and lessons learnt in the conduct of action research. Particular focus was placed on key issues that affect individual participation and organizational actions; and how action research fares as a potential framework for organic and systemic change. From the examination of the action research experience, it became apparent that in order to fully harness the potentials of action researching, opportunities for individual participation must be well distributed and taken by the action research members. The factors affecting individual participation in group processes such as group needs, group culture and power issues in and out of the group, must likewise be addressed. This is to promote coordination, commitment and critical consciousness among group members which are essential in effecting organic and systemic change. As the research was conducted within the broad setting of agricultural research, where efforts are placed to enhance agricultural development, this document likewise discusses the potential of action research as an alternative framewrok for Research and Development (R and D) activities. It presents how action research can mobilize grassroots initiatives and actions which are crucial to a sustainable agricultural development.
Master of Science (Research) Systems Agriculture

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Gooday, John M. "A transition-based approach to reasoning about action and change." Thesis, University of Exeter, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.260699.

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Books on the topic "Action and Change"

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Clinton, Bill. Climate change action plan. [Washington, D.C.?: s.n., 1993.

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International, Sustainable Development, and United Nations Environment Programme, eds. Climate action. London: Sustainable Development Internation, 2007.

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Schutz, Aaron, and Marie G. Sandy. Collective Action for Social Change. New York: Palgrave Macmillan US, 2011. http://dx.doi.org/10.1057/9780230118539.

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White, James C., Wendy H. Petry, and William R. Wagner, eds. Evaluating Climate Change Action Plans. Boston, MA: Springer US, 1996. http://dx.doi.org/10.1007/978-1-4613-0341-1.

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Rauch, Franz, Angela Schuster, Thomas Stern, Maria Pribila, and Andrew Townsend, eds. Promoting Change through Action Research. Rotterdam: SensePublishers, 2014. http://dx.doi.org/10.1007/978-94-6209-803-9.

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Hague, Gill. Domestic violence: Action for change. 2nd ed. Cheltenham [England]: New Clarion Press, 1998.

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1948-, Gore Albert, and United States. Executive Office of the President, eds. The Climate change action plan. [Washington, D.C.?: Executive Office of the President, 1993.

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Elliott, John. Action research for educational change. Milton Keynes: Open Uiversity Press, 1991.

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Kelley, Griffin, ed. More action for a change. New York: Dembner Books, 1987.

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Action research for educational change. Milton Keynes [England]: Open University Press, 1991.

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Book chapters on the topic "Action and Change"

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Alloisio, Isabella, and Simone Borghesi. "Climate Change Mitigation." In Climate Action, 213–24. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-95885-9_18.

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Myers-Lipton, Scott. "Social Action—An Overview." In Change!, 1–28. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003240136-1.

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Waddell, Steve. "Mastering change." In Global Action Networks, 93–122. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230300460_5.

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Auster, Ellen R., Krista K. Wylie, and Michael S. Valente. "Taking action." In Strategic Organizational Change, 175–83. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230508064_12.

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Dryden, Windy. "Taking action." In Reason to Change, 95–108. 2nd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003169277-9.

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Anderson, Jeanne L. Hites, and Maurine Pyle. "Observing the Action." In Making Change, 229–34. New York, NY : Routledge Books, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009962-31.

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Dodson, Leslie L. "Transmedia Action Research." In Transmedia Change, 107–24. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003150862-9.

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Johnston, Julie D. "Climate Change Literacy to Combat Climate Change and Its Impacts." In Climate Action, 200–212. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-95885-9_31.

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Roka, Krishna. "Anthropocene and Climate Change." In Climate Action, 20–32. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-95885-9_26.

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Meira Cartea, Pablo Ángel. "Climate Change and Education." In Climate Action, 109–20. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-95885-9_27.

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Conference papers on the topic "Action and Change"

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Mejtoft, Thomas, Jonathan Hedlund, Helen Cripps, Ulrik Söderström, and Ole Norberg. "Designing Call to Action: Users’ Perception of Different Characteristics." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.30.

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This paper aims to provide guidance when designing a call to action in a digital system with the purpose to create an intended feeling and user engagement. The paper is based on a test of four different simple call to action constructions. The users clearly prefer constructions that have a high explainability and feels intuitive. Hence, the design should have a high level of transparency and show the user straight away what it demands from the user and what the result of the action is. Furthermore, the design should have a high usability to make it clear how to use the call to action.

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Aloysius, Daisy, Mohd Yusrie Abdullah, Nurfaeziane Nordin, Ailen Ganing, and Jiro Iguchi. "Evaluation of International Technology Transfer for Climate Change Action in Sabah, Malaysia." In International Conference on Climate Change. The International Institute of Knowledge Management - TIIKM, 2019. http://dx.doi.org/10.17501/2513258x.2019.3104.

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Liang, Dingcai, Bo Zhang, and Yang Wang. "Coping with Global Warming: Strategy and Action." In Public Administration in The Time of Regional Change. Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/icpm.2013.24.

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Bonet, Blai, and Hector Geffner. "Features, Projections, and Representation Change for Generalized Planning." In Twenty-Seventh International Joint Conference on Artificial Intelligence {IJCAI-18}. California: International Joint Conferences on Artificial Intelligence Organization, 2018. http://dx.doi.org/10.24963/ijcai.2018/649.

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Generalized planning is concerned with the characterization and computation of plans that solve many instances at once. In the standard formulation, a generalized plan is a mapping from fea- ture or observation histories into actions, assuming that the instances share a common pool of features and actions. This assumption, however, excludes the standard relational planning domains where actions and objects change across instances. In this work, we extend the standard formulation of generalized planning to such domains. This is achieved by projecting the actions over the features, resulting in a common set of abstract actions which can be tested for soundness and completeness, and which can be used for generating general policies such as “if the gripper is empty, pick the clear block above x and place it on the table” that achieve the goal clear(x) in any Blocksworld instance. In this policy, “pick the clear block above x” is an abstract action that may represent the action Unstack(a, b) in one situation and the action Unstack(b, c) in another. Transformations are also introduced for computing such policies by means of fully observable non-deterministic (FOND) planners. The value of generalized representations for learning general policies is also discussed.

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Schleicher, Al. "Change Agents: Classroom Teachers as Action Researchers." In 2021 AERA Annual Meeting. Washington DC: AERA, 2021. http://dx.doi.org/10.3102/1692790.

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Böttcher, Timo Phillip, Jörg Weking, and Helmut Krcmar. "The Good, the Bad, and the Dynamic: Changes to Retail Business Models During COVID-19." In Digital Restructuring and Human (Re)action. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.4.2022.8.

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Crises, such as the COVID-19 pandemic, challenge the economy and require firms to become resilient to external change. During COVID-19, the retail industry faced doubleedged consequences. While brick and mortar business models (BMs) were discontinued, online retail thrived. Extant BM research has investigated several crises; however, it still lacks an explanation of how BM change increases resilience to cope with crises. We analyze the BMs of 45 European retailers and the BM changes implemented during the COVID-19 pandemic and their influence on the retailers' revenue. We identify three types of retailers implementing different strategies to cope with the crises: the »good,« the »bad,« and the »dynamic.« These represent resilient BMs, un-resilient BMs, and BMs becoming resilient enabled by digital technology. We show how BM change creates resilience and performance benefits. For practice, we show how retailers adapted their BM to a crisis leveraging digital technology

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Ferrari-Lagos, Enzo, Fernando Martínez-Abad, and Camilo Ruíz. "Education to mobilize society for Climate Change action." In TEEM'19: Technological Ecosystems for Enhancing Multiculturality. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3362789.3362853.

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Kari, Tuomas, Markus Makkonen, and Lauri Frank. "Stages of Exercise Behavior Change in a Digital Wellness Program for Aged People: Relationship With Self-Efficacy for Exercise." In Digital Restructuring and Human (Re)action. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.4.2022.23.

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Sustained physical activity and exercise are central to healthy ageing. Yet, the majority of aged people are insufficiently physically active. Digital wellness technologies are potential in promoting exercise behaviors among aged people, but more detailed research on their potential to promote behavior change is limited. To address this gap, the purpose is to investigate how partaking in a digital wellness program influences the stage of exercise behavior change among aged people and to test whether self-efficacy for exercise can differentiate the program participants in terms of the stages of change. The investigation builds on the stages of exercise behavior change derived from the transtheoretical model of behavior change and on selfefficacy for exercise. The results suggest that partaking in a digital wellness program can be effective in promoting exercise behavior change among aged people and show that self-efficacy for exercise may differentiate aged people at different stages of exercise behavior change.

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"Case study: taking the jargon out of culture change - what creating a Kaizen culture really means." In IEE Seminar Kaizen: From Understanding to Action. IEE, 2000. http://dx.doi.org/10.1049/ic:20000205.

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Corbo, Joel C., Daniel L. Reinholz, Melissa H. Dancy, and Noah D. Finkelstein. "Departmental Action Teams: Empowering faculty to make sustainable change." In 2015 Physics Education Research Conference. American Association of Physics Teachers, 2015. http://dx.doi.org/10.1119/perc.2015.pr.018.

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Reports on the topic "Action and Change"

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Weaver, Fran. Nordic Action on Climate Change. Nordic Council of Ministers, December 2014. http://dx.doi.org/10.6027/anp2014-766.

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Molnar, S., T. Takacs, M. Arpasi, T. Farago, T. Palvoelgyi, Z. Harnos, Z. Lontay, Z. Somogyi, and T. Tajthy. Hungarian climate change action plan. Office of Scientific and Technical Information (OSTI), December 1998. http://dx.doi.org/10.2172/325745.

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Brooke, Roy, and Charles Kelly. Topic Guide: Mainstreaming environment and climate change into humanitarian action. Evidence on Demand, June 2015. http://dx.doi.org/10.12774/eod_tg.june2015.brookeretal.

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Nelson, Leonard. Social Action as Social Change Through a Process of Insulation. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2044.

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Galiani, Sebastián, and Omar O. Chisari. Climate Change: A Research Agenda for Latin America and the Caribbean. Inter-American Development Bank, October 2010. http://dx.doi.org/10.18235/0008914.

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This research agenda outlines pertinent issues needed to produce an informed assessment of the strategies and policies LAC and international organizations should adopt with respect to climate change. The report makes three contributions: i) identifying actions that could be valuable but have not been highlighted; ii) advising on actions that could be ineffective and costly, given limited resources; and iii) recommending an evaluation of what elements require further analysis before objectives are translated into action.

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Blackford, Johanna. Paradigm Shifts in Large-Scale Educational Change: Uncovering the Oregon Education Investment Board's Theory of Change-in-Action. Portland State University Library, February 2020. http://dx.doi.org/10.15760/etd.7293.

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Benioff, R., E. Ness, and J. Hirst. National climate change action plans: Interim report for developing and transition countries. Office of Scientific and Technical Information (OSTI), October 1997. http://dx.doi.org/10.2172/555269.

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Dahl, Kristina, and Rachel Licker. Too Hot to Work: Assessing the Threats Climate Change Poses to Outdoor Workers. Union of Concerned Scientists, August 2021. http://dx.doi.org/10.47923/2021.14236.

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Outdoor workers face severe risks from extreme heat—risks that will increasingly threaten the health and livelihood of tens of millions of outdoor workers in the United States as climate change makes dangerously hot days more frequent and intense. With economic and legal systems that routinely discount their lives and safety, workers who experience heat-related injuries or illnesses on the job have little to no recourse. By midcentury, with no action to reduce global warming emissions, an estimated $37.1 billion in outdoor workers’ earnings would be at risk annually due to extreme heat. Even with bold action to limit emissions, outdoor workers will face severe and rising risks from extreme heat. Policymakers and employers must take actions to protect outdoor workers.

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Nowa, Mphatso, Natalie Roschnik, Jacqueline Chalemera, Brian Mhango, Callum Northcote, Rashida Bhaji, and Tendai Museka Saidi. Malawi Stories of Change in Nutrition: Lessons on Advocacy. Save the Children, Civil Society Agriculture Network (CISANET), and the Institute of Development Studies, November 2022. http://dx.doi.org/10.19088/ids.2022.080.

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Malawi is one of the most committed countries in Africa to improving nutrition, yet it still has one of the highest rates of malnutrition in the region and is struggling to turn commitments into action at scale. The advocacy component of the Afikepo project strengthened capacity of national and district government and Civil Society Organisation (CSO) representatives to plan, budget and advocate for scaling up nutrition commitments at national and in 10 districts. These actions improved awareness, coordination and commitment to prioritise nutrition across sectors, within government, and CSOs and a wide range of actors at national and district level, which in turn improved governance and accountability. However, these actions did not have a substantial effect on domestic funding allocations, which are still heavily reliant on external donors. This brief summarises lessons learned and recommendations from the various advocacy and capacity building efforts over the past four years.

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Bechtel Nevada. Record of Technical Change - Corrective Action Plan for Corrective Action Unit 204: Storage Bunkers, Nevada Test Site, Nevada, Revision 0. Office of Scientific and Technical Information (OSTI), April 2005. http://dx.doi.org/10.2172/840499.

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