The Effect of Navigation Demand on Decision Making in a Dynamic, Sport-Inspired Virtual Environment

2021 ◽  
Vol 43 (5) ◽  
pp. 375-386
Author(s):  
Jeromy M. Alt ◽  
Adam W. Kiefer ◽  
Ryan MacPherson ◽  
Tehran J. Davis ◽  
Paula L. Silva
Keyword(s):  
Decision Making ◽  
Decision Boundary ◽  
Experimental Task ◽  
Motor Processes ◽  
Shortest Route ◽  
Temporal Pressure ◽  
Pass Through ◽  
Action Coupling ◽  
Practical Implications ◽  
Do So

Athletes commonly make decisions about the passability of closing gaps when navigating sport environments. This study examined whether increased temporal pressure to arrive at a desired location modifies these decisions. Thirty participants navigated toward a waypoint in a virtual, sport-inspired environment. To do so, they had to decide whether they could pass through closing gaps of virtual humans (and take the shortest route) or steer around them (and take a longer route). The decision boundary of participants who were time pressured to arrive at a waypoint was biased toward end gaps of smaller sizes and was less reliably defined, resulting in a higher number of collisions. Effects of temporal pressure were minimized with experience in the experimental task. Results indicate that temporal pressure affects perceptual–motor processes supporting information pickup and shapes the information–action coupling that drives compliance with navigation demands. Theoretical and practical implications are discussed.

scholarly journals How to reinvent the High Street: evidence from the HS2020

2017 ◽  
Vol 10 (4) ◽  
pp. 380-391 ◽  
Author(s):  
Costas Theodoridis ◽  
Nikos Ntounis ◽  
John Pal
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Academic Community ◽  
Discussion Paper ◽  
Content Type ◽  
High Street ◽  
Decision Making Processes ◽  
The Uk ◽  
Practical Implications ◽  
Do So

Purpose The purpose of the paper is to present and critically discuss the findings of the ESRC-funded HS2020 project. The aim is to discuss the retail-led change that has happened to the High Streets that participated to the project that, in some cases, is revolutionary and is leading to the reinvention of the place. To do so reference is made to various retail change theories discussing both institutional and consumer-led change. Design/methodology/approach This is a discussion paper on the findings of the HS2020 project. Findings The major finding reported in this paper is that the reinvention is a natural learning process that involves the comprehension of change and the development of knowledge that will lead to the reinvention of the High Street. Research limitations/implications The findings of the research are based on data that were collected from a total of ten towns across the UK. Practical implications The paper suggests that to reinvent the High Street the stakeholders that are involved in the place decision-making processes they should embrace the change as a natural development and try to understand and learn from it rather than resisting to it. The HS2020 project provides a comprehensive guide of the areas that change can be managed and if it happens it can facilitate the reinvention. Originality/value The paper is relevant to the academic community, as it offers insight to the theories of retail change, and to the practitioners, as it provides evidence as to how to deal with the change that happens to the High Streets.

Debates in Dysphagia Management: How Do You Use Evidence-Based Practice in Your Dysphagia Patient Care?

2011 ◽  
Vol 20 (4) ◽  
pp. 121-123
Author(s):  
Jeri A. Logemann
Keyword(s):  
Decision Making ◽  
Patient Care ◽  
Clinical Outcomes ◽  
Clinical Judgment ◽  
Clinical Decision Making ◽  
Evidence Based Practice ◽  
Clinical Decision ◽  
Evidence Based ◽  
Clinical Method ◽  
Do So

Evidence-based practice requires astute clinicians to blend our best clinical judgment with the best available external evidence and the patient's own values and expectations. Sometimes, we value one more than another during clinical decision-making, though it is never wise to do so, and sometimes other factors that we are unaware of produce unanticipated clinical outcomes. Sometimes, we feel very strongly about one clinical method or another, and hopefully that belief is founded in evidence. Some beliefs, however, are not founded in evidence. The sound use of evidence is the best way to navigate the debates within our field of practice.

The Veil of Bureaucracy: How Officials Evade Partisan Politics in Participatory Settings

2021 ◽  
pp. 232949652110288
Author(s):  
Meaghan Stiman
Keyword(s):  
Decision Making ◽  
Political Ideology ◽  
Partisan Politics ◽  
Community Voice ◽  
Political Debates ◽  
Local Decision ◽  
Decision Making Processes ◽  
The Veil ◽  
Local Decision Making ◽  
Do So

In theory, participatory democracies are thought to empower citizens in local decision-making processes. However, in practice, community voice is rarely representative, and even in cases of equal representation, citizens are often disempowered through bureaucratic processes. Drawing on the case of a firearm discharge debate from a rural county’s municipal meetings in Virginia, I extend research about how power operates in participatory settings. Partisan political ideology fueled the debate amongst constituents in expected ways, wherein citizens engaged collectivist and individualist frames to sway the county municipal board ( Celinska 2007 ). However, it was a third frame that ultimately explains the ordinance’s repeal: the bureaucratic frame, an ideological orientation to participatory processes that defers decision-making to disembodied abstract rules and procedures. This frame derives its power from its depoliticization potential, allowing bureaucrats to evade contentious political debates. Whoever is best able to wield this frame not only depoliticizes the debate to gain rationalized legitimacy but can do so in such a way to favor a partisan agenda. This study advances gun research and participatory democracy research by analyzing how the bureaucratic frame, which veils partisanship, offers an alternative political possibility for elected officials, community leaders, and citizens to adjudicate partisan debates.

scholarly journals Approach to Multi-Attribute Decision-Making Methods for Performance Evaluation Process Using Interval-Valued T-Spherical Fuzzy Hamacher Aggregation Information

Axioms ◽  
2021 ◽  
Vol 10 (3) ◽  
pp. 145
Author(s):  
Yun Jin ◽  
Zareena Kousar ◽  
Kifayat Ullah ◽  
Tahir Mahmood ◽  
Nimet Yapici Pehlivan ◽  
...  
Keyword(s):  
Decision Making ◽  
Fuzzy Set ◽  
Evaluation Process ◽  
Aggregation Operators ◽  
Weighted Averaging ◽  
Membership Degree ◽  
Operational Laws ◽  
Multi Attribute Decision Making ◽  
Interval Valued ◽  
Do So

Interval-valued T-spherical fuzzy set (IVTSFS) handles uncertain and vague information by discussing their membership degree (MD), abstinence degree (AD), non-membership degree (NMD), and refusal degree (RD). MD, AD, NMD, and RD are defined in terms of closed subintervals of that reduce information loss compared to the T-spherical fuzzy set (TSFS), which takes crisp values from intervals; hence, some information may be lost. The purpose of this manuscript is to develop some Hamacher aggregation operators (HAOs) in the environment of IVTSFSs. To do so, some Hamacher operational laws based on Hamacher t-norms (HTNs) and Hamacher t-conorms (HTCNs) are introduced. Using Hamacher operational laws, we develop some aggregation operators (AOs), including an interval-valued T-spherical fuzzy Hamacher (IVTSFH) weighted averaging (IVTSFHWA) operator, an IVTSFH-ordered weighted averaging (IVTSFHOWA) operator, an IVTSFH hybrid averaging (IVTSFHHA) operator, an IVTSFH-weighted geometric (IVTSFHWG) operator, an IVTSFH-ordered weighted geometric (IVTSFHOWG) operator, and an IVTSFH hybrid geometric (IVTSFHHG) operator. The validation of the newly developed HAOs is investigated, and their basic properties are examined. In view of some restrictions, the generalization and proposed HAOs are shown, and a multi-attribute decision-making (MADM) procedure is explored based on the HAOs, which are further exemplified. Finally, a comparative analysis of the proposed work is also discussed with previous literature to show the superiority of our work.

scholarly journals Quantifying the Impact of Production Globalization through Application of the Life Cycle Inventory Methodology and Its Influence on Decision Making in Industry

Processes ◽  
2021 ◽  
Vol 9 (8) ◽  
pp. 1271
Author(s):  
Humberto. J. Prado-Galiñanes ◽  
Rosario Domingo
Keyword(s):  
Decision Making ◽  
Carbon Footprint ◽  
Chain Model ◽  
Fundamental Factor ◽  
Supply Chain Model ◽  
The Social ◽  
The Impact ◽  
A Company ◽  
Key Parameter ◽  
Do So

Industries are nowadays not only expected to produce goods and provide services, but also to do this sustainably. What qualifies a company as sustainable implies that its activities must be defined according to the social and ecological responsibilities that are meant to protect the society and the environment in which they operate. From now on, it will be necessary to consider and measure the impact of industrial activities on the environment, and to do so, one key parameter is the carbon footprint. This paper demonstrates the utility of the LCI as a tool for immediate application in industries. Its application shall facilitate decision making in industries while choosing amongst different scenarios to industrialize a certain product with the lowest environmental impact possible. To achieve this, the carbon footprint of a given product was calculated by applying the LCI method to several scenarios that differed from each other only in the supply-chain model. As a result of this LCI calculation, the impact of the globalization of a good’s production was quantified not only financially, but also environmentally. Finally, it was concluded that the LCI/LCA methodology can be considered as a fundamental factor in the new decision-making strategy that sustainable companies must implement while deciding on the business and industrial plan for their new products and services.

Has Lean improved organizational decision making?

2016 ◽  
Vol 29 (5) ◽  
pp. 536-549 ◽  
Author(s):  
Pascale Simons ◽  
Jos Benders ◽  
Jochen Bergs ◽  
Wim Marneffe ◽  
Dominique Vandijck
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Lean Management ◽  
Structured Interviews ◽  
Organizational Decision Making ◽  
Content Type ◽  
Organizational Contexts ◽  
Sustainable Improvement ◽  
Care Processes ◽  
Practical Implications

Purpose – Sustainable improvement is likely to be hampered by ambiguous objectives and uncertain cause-effect relations in care processes (the organization’s decision-making context). Lean management can improve implementation results because it decreases ambiguity and uncertainties. But does it succeed? Many quality improvement (QI) initiatives are appropriate improvement strategies in organizational contexts characterized by low ambiguity and uncertainty. However, most care settings do not fit this context. The purpose of this paper is to investigate whether a Lean-inspired change program changed the organization’s decision-making context, making it more amenable for QI initiatives. Design/methodology/approach – In 2014, 12 professionals from a Dutch radiotherapy institute were interviewed regarding their perceptions of a Lean program in their organization and the perceived ambiguous objectives and uncertain cause-effect relations in their clinical processes. A survey (25 questions), addressing the same concepts, was conducted among the interviewees in 2011 and 2014. The structured interviews were analyzed using a deductive approach. Quantitative data were analyzed using appropriate statistics. Findings – Interviewees experienced improved shared visions and the number of uncertain cause-effect relations decreased. Overall, more positive (99) than negative Lean effects (18) were expressed. The surveys revealed enhanced process predictability and standardization, and improved shared visions. Practical implications – Lean implementation has shown to lead to greater transparency and increased shared visions. Originality/value – Lean management decreased ambiguous objectives and reduced uncertainties in clinical process cause-effect relations. Therefore, decision making benefitted from Lean increasing QI’s sustainability.

Understanding how the contextual variables influence political behaviour in strategic decision-making

2014 ◽  
Vol 7 (3) ◽  
pp. 226-250 ◽  
Author(s):  
Said Elbanna ◽  
Ioannis C. Thanos ◽  
Vassilis M. Papadakis
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Empirical Examination ◽  
Content Type ◽  
Political Behaviour ◽  
Practitioner Education ◽  
The Impact ◽  
Practical Implications

Purpose – The purpose of this paper is to enhance the knowledge of the antecedents of political behaviour. Whereas political behaviour in strategic decision-making (SDM) has received sustained interest in the literature, empirical examination of its antecedents has been meagre. Design/methodology/approach – The authors conducted a constructive replication to examine the impact of three layers of context, namely, decision, firm and environment, on political behaviour. In Study 1, Greece, we gathered data on 143 strategic decisions, while in Study 2, Egypt, we collected data on 169 strategic decisions. Findings – The evidence suggests that both decision-specific and firm factors act as antecedents to political behaviour, while environmental factors do not. Practical implications – The findings support enhanced practitioner education regarding political behaviour and provide practitioners with a place from which to start by identifying the factors which might influence the occurrence of political behaviour in SDM. Originality/value – The paper fills important gaps in the existing research on the influence of context on political behaviour and delineates interesting areas for further research.

scholarly journals The problems of increasing transparency on uncertainty

2017 ◽  
Vol 27 (2) ◽  
pp. 131-138 ◽  
Author(s):  
Magda Osman ◽  
Amanda J. Heath ◽  
Ragnar Löfstedt
Keyword(s):  
Decision Making ◽  
Disease Prevention ◽  
Prevention And Control ◽  
Scientific Evidence ◽  
European Medicines Agency ◽  
Scientific Process ◽  
The Public ◽  
And Control ◽  
Current Guidelines ◽  
Practical Implications

Public regulators (such as European Food Safety Authority, European Medicines Agency, and European Centre for Disease Prevention and Control) are placing increasing demands on scientists to make uncertainties about their evidence transparent to the public. The stated goal is utilitarian, to inform and empower the public and ensure the accountability of policy and decision-making around the use of scientific evidence. However, it is questionable what constitutes uncertainty around the evidence on any given topic, and, while the goal is laudable, we argue the drive to increase transparency on uncertainty of the scientific process specifically does more harm than good, and may not serve the interests of those intended. While highlighting some of the practical implications of making uncertainties transparent using current guidelines, the aim is to discuss what could be done to make it worthwhile for both public and scientists.

SFC reminding sponsors of the need to adopt an attitude of “professional scepticism”

2017 ◽  
Vol 18 (3) ◽  
pp. 82-84
Author(s):  
Gareth Hughes ◽  
James Comber
Keyword(s):  
Hong Kong ◽  
Design Methodology ◽  
Regulatory Regime ◽  
Group Company ◽  
Content Type ◽  
Professional Skepticism ◽  
Company Limited ◽  
A Company ◽  
Practical Implications ◽  
Do So

Purpose To remind sponsors to adopt an attitude of “professional skepticism” in Hong Kong IPOs. Design/methodology/approach Explains the Securities and Futures Commission (“SFC”)'s sanction on BOCOM International (Asia) Limited (“BIAL”) as a sign of determination to hold sponsors to account as gatekeepers to the Hong Kong capital markets. Findings The SFC has reprimanded and fined BIAL HK$15 million for failing to discharge its duties as a sole sponsor in a listing application for China Huinong Capital Group Company Limited (“China Huinong”), a company established in the PRC. This substantial fine reinforces the need for sponsors to ensure that they fully and properly discharge all of their duties, and that they will be held responsible for any failure to do so, even if the listing is not ultimately approved. Practical implications If sponsors fail to fulfil the requirements required under the sponsors’ regulatory regime, the SFC will be proactive and impose tough sanctions, even if the listing application is eventually withdrawn or returned by the SEHK. Originality/value Practical guidance from experienced regulatory, financial and commercial dispute resolution lawyers.

Winter Navigation through the Strait of Belle Isle

1964 ◽  
Vol 17 (4) ◽  
pp. 364-375
Author(s):  
R. E. G. Simmons
Keyword(s):  
The Third ◽  
The Past ◽  
Shortest Route ◽  
Pack Ice ◽  
Normal Period ◽  
Ice Conditions ◽  
Short Season ◽  
Pass Through ◽  
Alternative Routes ◽  
St Lawrence River

The shortest route from the Great Lakes and St. Lawrence River to Europe passes through the Strait of Belle Isle. The alternative routes pass through the Cabot Strait and are between 100 and 400 miles longer according to the European port of destination. The Strait of Belle Isle is, however, normally closed to navigation from the end of December until the middle of July due to the presence of pack ice and icebergs.Air reconnaissance patrols flown over the Labrador, Belle Isle and East Newfoundland areas seem to indicate that, for the past few years at least, ice conditions have not been so severe as to hamper navigation throughout the normal period of closure. Consolidated ice is only present from the third week of January to mid-February and clears in mid-April to mid-May; only icebergs present a problem in May and June. It is hoped t o show that with proper air reconnaisance at the beginning and end of the ice season, navigation through the Strait could be extended to eight or nine months of the year, or even longer, instead of the present short season of only 5½ months.

Sign in / Sign up

Export Citation Format

Share Document