Search results

In this application paper, we present an analytical process to identify teaching/learning (T/L) methods used in leadership education. Applying this process to a global program for leadership development of healthcare professionals, we highlight nine methods that teachers most often used, and learners viewed as most impactful. Seven of the pedagogies identified were aligned with literature, indicating the applicability of the process for leadership education in general. We identified two methods that had not been previously or explicitly described and that learners validated as important: building a respectful and inclusive environment and sharing personal narratives. These methods appear critical for success in a diverse group of learners. The process we describe for analyzing T/L methods will be a useful addition for designers of leadership development programs.

The health workforce of the 21st century has enormous challenges; health professionals need to be both experts in their field and equipped with leadership and managerial skills. These skills are not part of the regular curriculum, so specific programs bridging this gap are required. Since 2001, FAIMER®, with eight centers across the globe, has worked to create health professions education leaders through transformational learning experiences, developing a global community of practice encompassing over 40 countries. We describe the design, implementation, evaluation, and evolution of the leadership and management curriculum component of the global Institute over 15 years. The curriculum is developed and updated through practices that keep faculty and fellows connected, aligned, and learning together. The article highlights the unique features, challenges faced, and sustainability issues. With a robust mixed methods evaluation, there are substantial reasons to believe that the model works, is adaptable and replicable to meet local needs. The program is playing an important role of answering the call for training positive, strengths-based, collaborative leaders who are socially accountable and embrace the challenges for high quality equitable health care around the globe

This study aims to characterize the reservoirs through well log analysis, intensive elastic log studies and cross-plotting (rock physics studies) of the Y-Field reservoirs to define the reservoirs hosting hydrocarbons in the basin with structural complexity. Poor evaluation of sand body has been part of the problem leading to wet wells and these above methods accounted for this gap.

The basic parameters needed for the characterization are P-wave (Vp), S-wave (Vs) and density (ρ) and understanding the relationship between these parameters with the pore-fluid and lithology is of utmost importance in the evaluation of sand body. This was achieved through elastic rock physics studies. Important among these elastic logs include P-impedance (Zp), S-impedance (Zs), Vp/Vs ratio, Poisson’s ratio, lambda-rho (λρ) and mu-rho (µρ), and are critical. Rock physics diagnosis involving elastic log generation and analysis accompanied by cross-plotting of the elastic logs color-coded with petrophysical properties were employed.

The findings from the elastic logs indicated that hydrocarbon-charged units are characterized by low Zp, Zs, Vp/Vs ratio, Poisson’s ratio, λρ and µρ resulting from a significant drop in P-wave and density because of hydrocarbon presence. The results also showed that some of the reservoirs with hydrocarbon accumulations exhibit high Vp/Vs and Poisson’s ratio as against their usual low values in hydrocarbon intervals which results from the presence of shale with high plasticity. The elastic logs cross-plots of Vp/Vs with Zp, Poisson’s ratio with Zp and λρ with µρ successfully distinguished between the hydrocarbon-charged zone and the brine-saturated units. All these outcomes are the benefits of this research.

It can be shown that the analysis/results have distinguished hydrocarbon-charged units from brine-saturated intervals and the originality lies in the integration of various sophisticated fluid identification templates.

Until now there has been little attention paid to the emotional costs of innovation failures, and in particular, how prior innovation failures hinder subsequent new, related innovation. The saga of Sun Microsystems' Sun Ray computer illustrates the devastating impact of institutional innovation failure trauma. This paper aims to investigate its development.

The authors trace the development of Sun Microsystem's Sun Ray offering, which replaced its failed JavaStation product. As it was launched, the Sun Ray endeavor encountered the classic “innovator's dilemma” problems that are well known to those who attempt to champion disruptive innovations.

But despite its many strong competitive advantages, the Sun Ray computer has unsuccessfully struggled to catch hold with customers. To a large degree the causes are Sun Microsystems' inability to learn from its earlier innovative JavaStation failure and to recover from the trauma of that failure.

To understand Sun Ray's story, the authors interviewed nearly 40 key people and compiled nearly 300 documents, from internal memos to market analyses to press releases to meeting minutes.

Companies can develop proactive management practices to prevent major trauma and consequent innovation paralysis. Six ways to do so are offered.

This is a study of a radical innovation that could have changed computing history. But Sun Ray, Sun's computing innovation was too closely associated with an earlier, highly traumatic and publicized failure of JavaStation and never really got a chance to prove its mettle. Overcoming such innovation trauma is a critical but underappreciated aspect of innovation management in companies such as Sun Microsystems that depend on continuous innovation for their competitiveness.

The purpose of this paper is to develop a new method of evaluating the present state of X‐ray machines used in the electronics device manufacturing industry.

There are several kinds of failures that can only be detected by means of X‐ray inspection. The capabilities and properties of such machines, however, alter over a period of time. The effects of these changes are rarely published and when they are, the significance and reliability of the results produced depends very much on the state and capabilities of the machines in question.

The effectiveness and appropriateness of the present methods of calibration have been investigated. The optimization of the prevalence and effectiveness of these calibrations is described. Suggestions are also made as to the necessary adjustments or repairs that are required to reach the ideal optimized state of X‐ray machines. A scientifically substantiated method is also presented that can be efficiently employed in practise during automated X‐ray inspections of electronic devices.

In this paper, a new method of testing automated X‐ray inspection systems is introduced. It is clear that the method currently used by many engineers and inspection system manufacturers is not in itself sufficient, as they do not test grey‐scale and positioning stability in relation to changes that occur over time. Further, there is no evidence that numerical testing of the image quality takes place. Detailed investigations have been carried out to find the best methods to measure these parameters.

This paper aims to examine how previous innovation failures hindered subsequent related innovation at Sun Microsystems. It also aims to concentrate on the human resource management aspects.

The paper traces the development of the Sun Microsystems Sun Ray offering, which followed its failed JavaStation product. It describes how the Sun Ray endeavour encountered the classic “innovator's dilemma” problems, well known to those who attempt to champion disruptive innovations.

Reveals that, despite its many strong competitive advantages, the Sun Ray computer has struggled to catch hold with customers, largely because of the company's inability to learn from its earlier JavaStation failure and to recover from the trauma of that failure.

Presents management practices to prevent major trauma and consequent innovation paralysis.

Contends that Sun Ray was too closely associated with the earlier, highly traumatic and publicized failure of JavaStation and never really got a chance to prove its mettle. Overcoming such innovation trauma is a critical but under‐appreciated aspect of innovation management in companies that depend on continuous innovation for their competitiveness.

Of all the poets that I have known, Rudyard Kipling seemed to be the most full of human sympathies. If any great trouble had come my way, Kipling is the man to whom I should have taken it. And another thing about him was that laughter always seemed near to the brim of his blue eyes, as though welling up from some kindly joke. One joke I remember at his lovely house in the valley at Burwash was one made by his father, or by him and his father together; it was a cocoanut with a simple verse carved on it, to all appearances by a shipwrecked sailor, cast away for quite a long time, saying:—

The use of X‐rays for inspecting baggage and weld quality is well known, however, recent food contamination scares have put the spotlight on new and ever more demanding applications.