‘We’re problem solvers’: research administrators offer guidance to working scientists

Nature ◽  
2021 ◽  
Vol 595 (7866) ◽  
pp. 321-322
Author(s):  
Sara Reardon
1970 ◽  
Vol 83 (3, Pt.1) ◽  
pp. 431-434
Author(s):  
Theodore R. Dixon ◽  
Alan E. Moulton

Author(s):  
Ken Peach

This chapter discusses the process of building research teams. Increasingly over the past three-quarters of a century, science has become a collective activity, with teams of tens, hundreds or even thousands of scientists, engineers and technicians working together on a common goal. Consequently, almost all research involves building, motivating and maintaining a research team. Even a theoretical group is likely to have one or two postdocs, graduate students and visitors, but research teams will, in addition, have engineers and technicians, as well as, possibly, research administrators. The chapter also addresses the importance of creating and maintaining a good team and team spirit, as large projects are assembled from a large number of small teams working on common goals, usually in a loose federated structure with some overall coordination and leadership.


2005 ◽  
Vol 24 (4) ◽  
pp. 259-274
Author(s):  
Sameer Kumar ◽  
Thomas Ressler ◽  
Mark Ahrens

This article is an appeal to incorporate qualitative reasoning into quantitative topics and courses, especially those devoted to decision-making offered in colleges and universities. Students, many of whom join professional workforce, must become more systems thinkers and decision-makers than merely problem-solvers. This will entail discussion of systems thinking, not just reaching “the answer”. Managers will need to formally and forcefully discuss objectives and values at each stage of the problem-solving process – at the start, during the problem-solving stage, and at the interpretation of the results stage – in order to move from problem solving to decision-making. The authors suggest some methods for doing this, and provide examples of why doing so is so important for decision-makers in the modern world.


2021 ◽  
Vol 45 (5) ◽  
pp. 902-904
Author(s):  
Jeroen A. Oskam ◽  
Anna de Visser-Amundson ◽  
Boukje de Boer

Mathematics ◽  
2021 ◽  
Vol 9 (16) ◽  
pp. 1840
Author(s):  
Nicolás Caselli ◽  
Ricardo Soto ◽  
Broderick Crawford ◽  
Sergio Valdivia ◽  
Rodrigo Olivares

Metaheuristics are intelligent problem-solvers that have been very efficient in solving huge optimization problems for more than two decades. However, the main drawback of these solvers is the need for problem-dependent and complex parameter setting in order to reach good results. This paper presents a new cuckoo search algorithm able to self-adapt its configuration, particularly its population and the abandon probability. The self-tuning process is governed by using machine learning, where cluster analysis is employed to autonomously and properly compute the number of agents needed at each step of the solving process. The goal is to efficiently explore the space of possible solutions while alleviating human effort in parameter configuration. We illustrate interesting experimental results on the well-known set covering problem, where the proposed approach is able to compete against various state-of-the-art algorithms, achieving better results in one single run versus 20 different configurations. In addition, the result obtained is compared with similar hybrid bio-inspired algorithms illustrating interesting results for this proposal.


2019 ◽  
Vol 23 (6) ◽  
pp. 1017-1038 ◽  
Author(s):  
Ambra Galeazzo ◽  
Andrea Furlan

Purpose Organizational learning relies on problem-solving as a way to generate new knowledge. Good problem solvers should adopt a problem-solving orientation (PSO) that analyzes the causes of problems to arrive at an effective solution. The purpose of this paper is to investigate this relevant, though underexplored, topic by examining two important antecedents of PSO: knowledge sharing mechanisms and transformational leaders’ support. Design/methodology/approach Hierarchical linear modeling analyses were performed on a sample of 131 workers in 12 plants. A questionnaire was designed to collect data from shop-floor employees. Knowledge sharing was measured using the mechanisms of participative practices and standardized practices. Management support was assessed based on the extent to which supervisors engaged in transformational leadership. Findings Knowledge sharing mechanisms are an antecedent of PSO behavior, but management support measured in terms of transformational leadership is not. However, transformational leadership affects the use of knowledge sharing mechanisms that, in turn, is positively related to PSO behavior. Practical implications The research provides practical guidance for practitioners to understand how to manage knowledge in the workplace to promote employees’ PSO behaviors. Originality/value Though problem-solving activities are intrinsic in any working context, PSO is still very much underrepresented and scarcely understood in knowledge management studies. This study fills this gap by investigating the antecedents of PSO behavior.


2021 ◽  
Author(s):  
Jan Aart Scholte ◽  
Soetkin Verhaegen ◽  
Jonas Tallberg

Abstract This article examines what contemporary elites think about global governance and what these attitudes might bode for the future of global institutions. Evidence comes from a unique survey conducted in 2017–19 across six elite sectors (business, civil society, government bureaucracy, media, political parties, research) in six countries (Brazil, Germany, the Philippines, Russia, South Africa, the United States) and a global group. Bearing in mind some notable variation between countries, elite types, issue-areas and institutions, three main interconnected findings emerge. First, in principle, contemporary leaders in politics and society hold considerable readiness to pursue global-scale governance. Today's elites are not generally in a nationalist-protectionist-sovereigntist mood. Second, in practice, these elites on average hold medium-level confidence towards fourteen current global governance institutions. This evidence suggests that, while there is at present no legitimacy crisis of global governance among elites (as might encourage its decline), neither is there a legitimacy boom (as could spur its expansion). Third, if we probe what elites prioritize when they evaluate global governance, the surveyed leaders generally most underline democracy in the procedures of these bodies and effectiveness in their performance. This finding suggests that, to raise elites' future confidence in global governance, the institutions would do well to become more transparent in their operations and more impactful problem-solvers in their outcomes.


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