A Tool to Support Collaboration in Electronic Paper Prototyping

合集下载

战略管理与协同创新(经典英文文献)

Copyright © 2008 Strategic Management Society Strategic Entrepreneurship JournalStrat. Entrepreneurship J ., 1: 371–385 (2007)Published online in Wiley InterScience (). DOI: 10.1002/sej.20STRATEGIC ENTREPRENEURSHIP, COLLABORATIVE INNOVATION, AND WEALTH CREATIONDAVID J. KETCHEN, JR.,1* R. DUANE IRELAND,2 and CHARLES C. SNOW 31Department of Management, College of Business, Auburn University, Auburn Alabama, U.S.A.2Depart ment of Management , Mays Business School, Texas A&M Universit y, College Station, Texas, U.S.A.3Department of Management and Organization, Smeal College of Business, The Pennsylvania State University, University Park, Pennsylvania, U.S.A.Strategic entrepreneurship refers to ﬁ rms’ pursuit of superior performance via simultaneous opportunity-seeking and advantage-seeking activities. Both small and large ﬁ rms face impedi-ments while pursuing strategic entrepreneurship. While small ﬁ rms’ opportunity-seeking skills may be strong, their limited knowledge stocks and lack of market power inhibit their ability to enact the competitive advantages necessary to appropriate value from opportunities the ﬁ rms choose to pursue. In contrast, large ﬁ rms are skilled at establishing competitive advantages, but their heavy emphasis on the efﬁ ciency of their existing businesses often undermines their ability to continuously explore for additional opportunities. Building on a variety of theories, including network, learning, resource-based, and real options, we suggest that collaborative innovation can enable both types of ﬁ rms to overcome their respective challenges. Collab-orative innovation is the pursuit of innovations across ﬁ rm boundaries through the sharing of ideas, knowledge, expertise, and opportunities. For small ﬁ rms, we contend that pursuing entrepreneurship collaboratively allows them to preserve their creativity and ﬂ exibility while mitigating the inherent liabilities of smallness. We argue that collaborative innovation permits large ﬁ rms to exploit their advantage-creating skills while concurrently exploring for oppor-tunities outside their current domain. Thus, small and large ﬁ rms that learn how to integrate strategic entrepreneurship and collaborative innovation are well positioned to create wealth. Copyright © 2008 Strategic Management Society.INTRODUCTIONUnderstanding the process of wealth creation is a key goal underlying research throughout the orga-nizational sciences (Hitt et al., 2001). Each research area takes its own approach to this goal. Strategic management, for example, focuses on how com-petitive positioning can create advantages for ﬁ rmsthat, in turn, produce improvements in performance (Porter, 1980, 1996). Entrepreneurship’s attention to wealth creation centers on identifying new and emerging opportunities in the marketplace (Shane and Venkataraman, 2000).The focus of each of these areas suggests the existence of a clear demarcation between strategic management on the one hand and entrepreneurship on the other. The reality of organizational behavior is far more complex and interesting, however, in that executives attempting to lead their organizations in ways that create wealth must grapple with the chal-lenges presented by both strategy and entrepreneur-ship. Therefore, focusing scholarly efforts on eitherKeywords: strategic entrepreneurship; strategy; entrepreneur-ship; collaboration; innovation; wealth creation * Correspondence to: David J. Ketchen, Jr., College of Busi-ness, Auburn University, Auburn, AL 36849, U.S.A.E-mail: ketchda@372 D. J. Ketchen, Jr., R. D. Ireland, and C. C. Snowstrategy or entrepreneurship produces an incomplete portrait of the modern ﬁ rm. In this context, it could be that concentrating on either strategy or entrepre-neurship to the exclusion of the other enhances the probability of ﬁ rm ineffectiveness or even failure. Some scholars have long recognized that ﬁ rms need to be concerned about both strategy and en-trepreneurship (e.g., Burgelman, 1983, 2002). Recently, the formal concept of strategic entrepre-neurship has been introduced in recognition of the dual, interwoven challenges that executives face. Strategic entrepreneurship refers to ﬁ rms’ pursuit of superior performance via simultaneous opportunity-seeking and advantage-seeking activities (Ireland, Hitt, and Sirmon, 2003). By working along both of these dimensions, ﬁ rms attempt to create wealth by exploiting current competitive advantages and by setting the stage for future performance through identifying ideas that will create subsequent advan-tages (Ireland and Webb, 2007). Excelling along both dimensions is difﬁ cult because each requires very different organizational capabilities. However, simultaneously pursuing both advantages and oppor-tunities may be necessary for survival in today’s global economic arena (Hitt et al., 2001; Ireland and Hitt, 1999).Much remains unknown about why some ﬁ rms can successfully pursue strategic entrepreneurship while others struggle. Large and small ﬁ rms alike are susceptible to liabilities of size and age with respect to strategic entrepreneurship, but for dif-ferent reasons (Aldrich and Auster, 1986; Ireland et al., 2003). Large ﬁ rms tend to be skilled at estab-lishing competitive advantages, but their emphasis on operational effectiveness often undermines their ability to continuously explore additional opportu-nities. Small ﬁ rms’ opportunity-seeking skills may be strong, but their limited knowledge stocks and lack of market power inhibit their ability to enact the competitive advantages necessary to appropriate value from opportunities. As a consequence, smaller ﬁ rms may wish to form some type of collabora-tive relationship with one or more larger ﬁ rms in order to gain access to their partner’s capabilities and resources as a way of exploiting an innovation it developed. Alternatively, large ﬁ rms may wish to organize communities that include small ﬁ rms so that cross-market product and service applications can be more easily identiﬁ ed and developed. Drawing on relevant theoretical perspectives—network theory, learning theory, the resource-based view, and real options theory—we suggest that collaborative innovation can enable both small and large ﬁ rms to overcome their respective challenges related to successfully engaging in strategic entre-preneurship. Collaborative innovation is the creation of innovations across ﬁ rm (and perhaps industry) boundaries through the sharing of ideas, knowledge, expertise, and opportunities (Miles, Miles, and Snow, 2005). For small ﬁ rms, pursuing innovation collab-oratively allows them to preserve their creativity and ﬂ exibility while mitigating the inherent liabilities of smallness. Typically, a small ﬁ rm that devises a valu-able innovation runs the risk that larger ﬁ rms will imitate the innovation and gain signiﬁ cant market share before the small ﬁ rm can fully develop its idea and appropriate value by successfully taking that idea to the market. Through collaborative innova-tion, a small ﬁ rm’s innovations can be implemented on a scale that permits market entry to be as fast and effective as that of large ﬁ rms.Similarly, collaborative innovation facilitates large ﬁ rms’ efforts to exploit their advantage-creating skills while concurrently exploring inno-vation-related opportunities outside their current domain. Large ﬁ rms already have the resources and market power that small ﬁ rms need to protect their innovations from rivals. Large ﬁ rms also operate on a scale that allows them to be efﬁ cient in their opera-tions. Large ﬁ rms can learn how to ‘think small’ through their interactions with small ﬁ rms. This does not imply having small ambitions; it suggests the value of approaching opportunity seeking with the open-minded optimism traditionally possessed by start-ups and young ventures. Such a mindset is difﬁ cult to maintain over time, because growth is commonly accompanied by the emergence of bureaucratic procedures, complex structures, and rigid cultures. This suggests that collaborative inno-vation can fuel the strategic renewal that large ﬁ rms often ﬁ nd elusive (Floyd and Lane, 2000). Overall, our belief is that large and small ﬁ rms that effectively integrate strategic entrepreneurship and collaborative innovation are well positioned to continuously create wealth. On different dimen-sions, both large and small ﬁ rms are disadvantaged to fully engage in strategic entrepreneurship. We argue that these disadvantages motivate large and small ﬁ rms to join forces in order to share knowl-edge and develop a total strategic entrepreneurship ‘package’—opportunity-seeking and advantage-seeking capabilities—that can foster a pattern of successful and continuous innovation. We are not suggesting that collaborative innovation has greaterStrategic Entrepreneurship373wealth creation potential than innovative activity at the ﬁ rm level. Instead, we contend that collabora-tive innovation can supplement ﬁ rm-level activity in order to close the gap between the level of inno-vation a ﬁ rm is capable of creating and the level of innovation a ﬁ rm needs in order to pursue strategic entrepreneurship.In this article, we ﬁ rst review the literature on strategic entrepreneurship and collaborative innova-tion, and we describe how the integration of these concepts beneﬁ ts ﬁ rms. Indeed, it takes a mix of innovative ﬁ rms and established large enterprises to make a successful economy (Baumol, Litan, and Schramm, 2007).We then discuss four theoretical perspectives that inform the interplay between stra-tegic entrepreneurship and the process of multi-ﬁ rm collaborative innovation. We draw on these perspec-tives to develop ideas about how wealth creation can be enhanced through the conﬂ uence of strategic entrepreneurship and collaborative innovation. In the ﬁ nal section, we discuss the implications of our theorizing for issues of importance to three groups interested in wealth creation: scholars, managers, and investors.THE CONCEPTS OF STRATEGIC ENTREPRENEURSHIP AND COLLABORATIVE INNOVATIONStrategic entrepreneurshipOur arguments involving strategic entrepreneurship build on four main assertions about the nature of strategic entrepreneurship. First, as its name sug-gests, strategic entrepreneurship is the melding of the strategy and entrepreneurship domains. Firms pursuing strategic entrepreneurship engage in both the opportunity-seeking activities required by entre-preneurship and the advantage-seeking activities required by strategy (Ireland et al., 2003). Our contention is that ﬁ rms desiring to create wealth on a continual basis cannot rely exclusively on the activities associated with either entrepreneurship or strategy. The reason for this is that actions taken to implement a chosen strategy enable a ﬁ rm to extract value from existing domains. As such, these actions foster wealth creation in the short run.However, proﬁ table niches evolve, shift, and dis-appear rapidly in today’s economy (Ireland and Hitt, 1999). Thus, a ﬁ rm focused solely on taking actions to implement a selected strategy might become the most effective producer within a declining market space. Activities associated with entrepreneurship, on the other hand, identify new niches and ways to serve them. Without being able to successfully use a chosen strategy—one that creates a competitive advantage—a ﬁ rm will soon face copycat competi-tors whose offerings will erode its proﬁ ts. Thus, the actions associated with strategy and with entrepre-neurship are each necessary, but not individually sufﬁ cient, to promote sustained wealth creation. Moreover, these two elements must work in concert with each other. The union of strategy and entre-preneurship is one of the foundational notions of strategic entrepreneurship.Strategic entrepreneurship also involves ﬁ nding a balance between opportunity-seeking and advan-tage-seeking activities (Ireland et al., 2003). Oppor-tunity seeking involves sorting through potential opportunities to identify areas of future activity for the ﬁ rm. The overall success of opportunity-seeking efforts depends on how the ﬁ rm absorbs and inte-grates new and existing knowledge. More speciﬁ -cally, opportunity seeking is inherently a learning process, wherein a ﬁ rm gathers knowledge from outside its borders to supplement its own knowledge stocks (Chesbrough, 2003; March, 1991). Outside sources include other ﬁ rms that are acquired, alliance partners, and promising start-ups that the ﬁ rm sup-ports through corporate venture funds (Ireland and Webb, 2007). Building a diverse knowledge base enables a ﬁ rm to expand its competitive repertoire. An expanded repertoire is vital for success during periods of upheaval and unpredictability, because executives cannot know in advance the responses their ﬁ rms will need to enact.Innovations generated by exploratory efforts can be highly disruptive, especially to industry leaders (Christensen, 1997). Between periods of disrup-tive change, however, shifts tend to be incremental and gradual (Tushman and Romanelli, 1985). For example, digital music that is stored on hard drives was introduced a few years ago. This represented a radical departure from tangible recording formats, such as the vinyl album, eight-track tape, cassette tape, and compact disc, which had dominated music retailing throughout the 20th Century. Currently, digital music is the dominant format. The atten-tion of music providers is now focused on advan-tage seeking—ﬁ nding the best ways to proﬁ tably deliver digital music. Indeed, music retailers such as Apple, Wal-Mart, , and Best Buy con-tinually tweak their technology, pricing structures, and product bundling in an effort to effectively and374 D. J. Ketchen, Jr., R. D. Ireland, and C. C. Snowefﬁ ciently meet demand. Consistent with the notion of strategic entrepreneurship, each ﬁ rm also hopes to be the ﬁ rst to identify the next frontier in this ever-changing environment.Thus, discovering gold is only half of a ﬁ rm’s challenge—the ﬁ rm must also ﬁ nd an effective way to mine the gold. The most effective ‘miners’ are ﬁ rms that offer high-quality products soon after radical change makes an opportunity clear, build market share, and create a competitive moat around their business (Ireland and Webb, 2007). In the digital music arena, Apple has played this role. Its early creation of the iTunes music Web site and the iPod music player enabled it to not only dominate the market, but to do so using a proprietary music format that makes replication by competitors very difﬁ cult. Apple’s exploitation of the digital music business helped the ﬁ rm create enormous wealth. A share of Apple stock that sold for approximately $12 in early 2004 was worth over $165 per share in the last quarter of 2007.Being able to balance opportunity seeking and advantage seeking is necessary in today’s economic environment. However, achieving this outcome chal-lenges managers. The third pillar of strategic entre-preneurship is an appropriate managerial mindset within the ﬁ rm (Ireland et al., 2003). Typically, organizational identities are built around singular distinctions. For example, IBM built its identity around being a service organization, McDonald’s has long emphasized consistency, Hermes designs and sells only high-end fashion items, and the focus of the Walt Disney Company has been squarely on entertainment and creativity. Today’s executives are forced to ﬁ nd ways to embrace a broader set of capa-bilities as central to the organization’s well being without allowing its identity to become diluted or schizophrenic. Executives must be able to simul-taneously initiate and monitor activities that vary between creative opportunity seeking and precise advantage seeking. Evidence suggests that ﬁ rms led by executives who are skilled at this task are better positioned to create wealth than those who are not (c.f. Brorstrom, 2002; Ireland et al., 2003; Miles et al., 2000; Tushman and O’Reilly, 1996).Our ﬁ nal assertion is that strategic entrepreneur-ship requires a continuous ﬂ ow of innovations (Ireland and Webb, 2007). Firms strive for a sce-nario wherein opportunity seeking and entrepreneur-ship provide a steady pipeline of new ideas whose value is then extracted via integration and advan-tage seeking. When the ﬂ ow of innovations slows or stops, the balance required to sustain strategic entrepreneurship is jeopardized. In turn, the ﬁ rm may fall into an inertial pattern of simply relying on its existing routines and offerings (March, 1991). As existing niches shift and shrink, the ﬁ rm is sure to suffer as its ability to create wealth is negatively affected.Eastman Kodak is a good example of a ﬁ rm that fell into this pattern. Although Kodak led the photog-raphy business since the industry’s creation, it failed to maintain its position as a market leader. While ﬁ rms such as Nikon and Olympus were aggres-sively pursuing innovations in digital photography in the 1990s, Kodak remained focused on ﬁ lm-based cameras. Today, digital cameras dominate photog-raphy, and the ﬁ lm side of the industry is occupied mainly by a small group of specialists. Kodak was forced to sell digital cameras at ‘ﬁ re sale’ prices in a desperate effort to regain lost market share. Despite Kodak’s low prices and enhanced commitment to the technology, by 2006 it held only 10 percent of the digital camera market.The wealth effects of Kodak’s inability to main-tain continuous innovation have been profound. In the predigital era, the ﬁ rm’s stock sold for over $80 a share. By early 2007, Kodak stock traded at about $25 a share. The effects on Kodak employees were even more brutal. A recent restructuring eliminated over 25,000 jobs. A more devastating example can be found in the case of Polaroid, a ﬁ rm that never innovated beyond instant photography and fell into bankruptcy.Collaborative innovationUntil the 1990s, both the academic and business literatures tended to portray innovation and entre-preneurship as driven by entities acting alone. New ideas and product innovations were thought to be the product of an individual entrepreneur, a small busi-ness, or a unit within a corporation. Today, however, the unprecedented level of complexity and change posed by the competitive environment makes a unit-ized approach to innovation increasingly difﬁ cult, and creates opportunities for new idea generation and knowledge sharing that span ﬁ rms, indus-tries, and countries (Ireland and Hitt, 1999). The concept of requisite variety seems to be as relevant to innovation as it is to social systems. Requisite variety means that an organization’s design must match the complexity of its environment, and that its ability to adapt must keep pace with changes inStrategic Entrepreneurship375the environment (Ashby, 1956). Accelerating trends in globalization and information technology have helped create competitive arenas whose demands are growing quickly and unpredictably, and com-petition in such settings exceeds the ability to keep pace of even the most agile individuals, small busi-nesses, and corporate research and development units (Friedman, 2005).The ability to innovate in the face of change and complexity has long been a characteristic of pro-fessional communities, occurring regularly among scientists, artists, scholars, doctors, engineers, and other professionals (John-Steiner, 1997, 2000; Lee and Cole, 2003; Miles et al., 2005; Wenger, 2000). For example, scientiﬁ c challenges are often explored by individual researchers and research teams who are part of international scientiﬁ c networks. The scope and complexity of such challenges overwhelm the ability of isolated investigators to resolve them. The development of new therapeutic drugs based on the biosciences, for instance, involves thousands of scientists spread around the world who are afﬁ liated with a variety of private, government, and univer-sity organizations (Audretsch and Feldman, 2003; Powell, Koput, and Smith-Doerr, 1996). For man-agement scholars, the quest to understand how busi-ness strategies inﬂ uence ﬁ rm performance began in earnest following the publication of Chandler’s (1962) seminal book, Strategy and Structure. Over the next 45 years, hundreds of strategic manage-ment researchers worldwide joined this quest using a variety of theories and methods. Neither of these research endeavors could be effectively pursued by individuals acting alone.Researchers and others involved in knowledge production recognize the value of external net-works in the innovation process (Brown and Duguid, 1991; Chesbrough, 2003; Powell, 1990; von Hippel, 1988). Interorganizational collaboration is a process whereby two or more parties work closely with each other to achieve mutually beneﬁ cial outcomes (Appley and Winder, 1977; Emery and Trist, 1965; Gray, 1989). Collaboration is a philosophically dif-ferent (and, arguably, more demanding) process than cooperation, where desired outcomes are relatively clear, the distribution of future returns can be nego-tiated in advance, and the cooperating parties act essentially in their own self-interest (Miles et al., 2005). Collaboration often involves unpredictable outcomes and relies heavily on trust and a joint commitment to values of honesty and equitable treatment. In contrast to cooperation, collaborating parties take each other’s interests into account as much as their own (von Krogh, 1998). Collaboration can be directed toward any mutually desired objec-tive: identifying and then solving a problem, resolv-ing a conﬂ ict, creating a new product or business, and so on. According to Link and Siegel (2007), interorganizational collaboration in the commercial arena has been growing steadily over the past two decades, fueled by institutional changes such as (1) investments in public-private partnerships includ-ing incubators, science parks, and small business programs; (2) relaxation of antitrust enforcement to promote collaborative research; and (3) enact-ment of legislation designed to promote more rapid technological diffusion from universities and federal laboratories to ﬁ rms (Bayh-Dole Act and Stevenson-Wydler Act, both passed in 1980).Firms that choose to pursue collaborative inno-vation as a strategy must be able to develop the capabilities, structures, and processes to support a collaborative approach. Nokia is one such ﬁ rm. Nokia has a network of over 300 small high-tech ﬁ rms. Nokia and its partners have developed ways of building ‘fast trust’ among interacting parties in order to facilitate rapid innovation (Blomqvist, 1998). Although Nokia’s size relative to its partners provides it with the opportunity to exploit the part-ners, the ﬁ rm seems to recognize that a collaborative approach is sometimes essential for the innovator and its partners to capture a signiﬁ cant share of the economic value associated with an innovation (c.f. Teece, 1986). Organizationally, Nokia can be viewed as a ﬁ rm embedded in an ecosystem of ﬂ ex-ible ‘collaborative networks.’ In such a rich ecosys-tem, a lead ﬁ rm can participate in multiple networks, each of which has large entrepreneurial potential. Raytheon Company provides a good example of how portions of an ecosystem can be quickly and effectively activated for purposes of innovation. A few years ago, the ﬁ rm was involved in develop-ing the U.S. Navy’s next-generation aircraft carrier, the U.S.S. G erald Ford. The goals for this vessel included increasing aircraft missions (sorties) by 20 percent, improving resistance to future military threats, reducing the number of personnel on board, and reducing maintenance time at port by up to 25 percent. Achieving these goals required all contrac-tors involved in the ship’s construction to extend their capabilities in new and sometimes uncertain directions.Raytheon was tasked with providing the warfare and aviation support systems that would ensure that376 D. J. Ketchen, Jr., R. D. Ireland, and C. C. Snowthe U.S.S. G erald Ford excelled in terms of com-munications, combat, intelligence, surveillance, and reconnaissance. Raytheon executives quickly real-ized that their ﬁ rm did not possess the skills to create all of the needed technologies and processes. The typical approach in the defense business is to simply subcontract such work, often to small ﬁ rms with specialized expertise, and then integrate the results of individual subcontractors’ output to create the ﬁ nal product. Given the complexity of the project, Raytheon de-emphasized formal contracting, opting in its place to build an entrepreneurial community it calls a ‘small business federation.’ The small busi-ness federation is a formal consortium composed of the small business partners allied with Raytheon on the contract.Although many aspects of the federation remain a closely guarded proprietary secret, from the outside it is clear that Raytheon provides support to the federation in the form of mentoring, infrastructure, and training that would not be economically viable to offer to individual partner ﬁ rms. Members also beneﬁ t from the federation because it provides a setting for them to exchange new ideas, combine skills, and work together collaboratively to solve problems. For example, when a particular issue or task arises, Raytheon charges a member of the fed-eration to take the lead in addressing the matter. The lead ﬁ rm then identiﬁ es which members of the fed-eration are needed and assembles a project team. By empowering its small business partners, the value of the creative solutions that emerge from interactions within the federation far exceeds Raytheon’s admin-istrative costs. The end result has been a series of innovations that substantially improved the aircraft carrier’s capabilities and performance.Raytheon leveraged the knowledge it acquired about multi-ﬁ rm collaboration through the U.S.S. Gerald Ford project when it recently led the creation of the Warrior Training Alliance. This alliance of 67 ﬁ rms was assembled to provide support for the U.S. Army’s training activities, including war games, electronic simulations, and classroom teaching. The contract runs for 10 years and is worth approximately $11.2 billion. The collaborative network was created because senior Raytheon executives realized that their ﬁ rm could not readily provide the vast array of sophisticated technologies and processes required by the Army. For example, Computer Science Corpora-tion (another large ﬁ rm) will take the lead in provid-ing support for electronic simulations. For the small specialist ﬁ rms, Raytheon once again helped these partners create a formal consortium. This second small business federation consists of 43 small ﬁ rms allied with Raytheon on the contract. The members of the federation are expected to work collabora-tively to fulﬁ ll a variety of specialized tasks as their contribution to the Warrior Training Alliance, and they will receive collective mentoring and training from Raytheon. In both examples, collaborative innovation enabled a large ﬁ rm (Raytheon) and a set of small ﬁ rms (its small business partners) to overcome their own limits. It remains unknown at this early stage whether the enhancements provided by the two networks to Raytheon’s ability to inno-vate will be additive or exponential.Integration of strategic entrepreneurship and collaborative innovationAs discussed earlier, the effective practice of strate-gic entrepreneurship is rapidly becoming an organi-zational imperative for companies competing within the modern, innovation-driven global economy. For most ﬁ rms, however, ﬁ nding the proper balance between advantage-seeking and opportunity-seeking activities is extremely difﬁ cult. This jeopardizes ﬁ rms’ ability to create wealth, and it suggests the need to identify ways to close the gap between what ﬁ rms can do on their own and what they need to do in order to pursue strategic entrepreneurship.We believe collaborative innovation can serve as a tool to ﬁ ll this gap, particularly with respect to the need for a stream of continuous innovations. As shown in Figure 1, the wealth creation process is unpredictable, resulting in an erratic pattern of innovations within the typical ﬁ rm. If the overall innovation level is low at any given time, attempt-ing to remedy the situation by exerting extraordinary effort is just as likely to produce frustration as it is to create new ideas. A scientist or engineer cannot simply vow, ‘Today, I will be brilliant,’ and concoct a new idea. Thus, to a large extent, patterns of inno-vation within a ﬁ rm will always include elements of variability and even randomness.We use the term ‘innovation gap’ in Figure 1 to refer to the distance between a ﬁ rm’s internal level of innovation and the continuous innovation required by strategic entrepreneurship. Collabora-tive innovation offers a means for bridging this gap. As shown in the vertically shaded area, a ﬁ rm can extend its innovative reach both by accessing the creative ideas of allied organizations and by having its partners identify new market applications that the。

创智激发创新灵感的英语作文

Creativity is the driving force behind innovation,and it is essential for individuals and organizations to thrive in a rapidly changing world.Here are some key aspects to consider when discussing how creativity can inspire innovation in an English composition:1.Understanding Creativity:Creativity is the ability to transcend traditional ideas,rules, and patterns to create meaningful new ideas,forms,and interpretations.It involves thinking outside the box and coming up with novel solutions to problems.2.The Role of Curiosity:Curiosity is the starting point of creativity.It pushes individuals to ask questions,explore new territories,and challenge the status quo,which can lead to innovative ideas.3.Encouraging a Culture of Creativity:Organizations and educational institutions should foster an environment where creativity is valued and encouraged.This includes providing resources,time,and space for individuals to experiment and take risks.4.Diversity and Collaboration:Diverse teams with different perspectives and backgrounds can spark creativity.Collaboration allows for the exchange of ideas,leading to innovative solutions that might not have been discovered by individuals working alone.5.The Importance of Failure:Embracing failure as a part of the creative process is crucial. It is through failure that we learn and refine our ideas,ultimately leading to more innovative outcomes.6.Continuous Learning:Innovation is fueled by continuous learning and the pursuit of knowledge.Staying informed about new developments in ones field and being open to interdisciplinary learning can inspire creative thinking.7.Technological Tools:The use of technology can facilitate creativity by providing new tools for idea generation,collaboration,and problemsolving.From design software to AI algorithms,technology can help in the innovation process.8.Mindfulness and Reflection:Taking the time to reflect on ones thoughts and ideas can lead to deeper insights and creative breakthroughs.Mindfulness practices can help in maintaining focus and clarity of thought.9.The Power of Imagination:Imagination is the ability to form mental images or concepts of things not present to the senses.It is a critical component of creativity and can lead to innovative ideas that push the boundaries of what is currently known orpossible.10.Innovation as a Process:Innovation is not just about the end result but also about the process.It involves ideation,prototyping,testing,and iteration.Recognizing and valuing each stage of this process can lead to more creative and innovative outcomes.11.Overcoming Barriers:Creative thinking can be hindered by various barriers such as fear of judgment,lack of resources,or rigid structures.Identifying and overcoming these barriers is essential for fostering an environment where creativity can flourish.12.Celebrating Creativity:Recognizing and celebrating creative achievements,no matter how small,can motivate individuals to continue pushing the boundaries of innovation.In conclusion,creativity is a multifaceted and dynamic process that can be nurtured and developed.By understanding and applying the principles outlined above,individuals and organizations can unlock the full potential of creativity to drive innovation and make meaningful contributions to society.。

高三英语信息技术单选题50题

高三英语信息技术单选题50题6.She often _____ documents in the office software.A.editsB.makesC.createsD.designs答案：A。

本题考查动词在信息技术语境中的运用。

“edit”有“编辑”之意，在办公室软件中经常是编辑文档，符合语境。

“makes”通常指制作，范围比较宽泛，不如“edits”具体；“creates”强调创造新的东西，编辑文档不是创造新文档；“designs”主要是设计，与编辑文档的语境不符。

7.He _____ a new folder to store his files.A.buildsB.makesC.createsD.forms答案：C。

“create”有创建之意，创建新文件夹用“creates”比较合适。

“builds”通常用于建造较大的实体物体；“makes”制作的对象比较宽泛，不如“creates”准确；“forms”主要指形成某种形状或结构，不太适合创建文件夹的语境。

8.She _____ a file by mistake and had to restore it.A.deletedB.removedC.lostD.discarded答案：A。

“delete”表示删除，不小心删除了文件符合语境。

“removed”通常指移除某个物体，不一定是删除文件；“lost”是丢失，不一定是主动删除导致的；“discarded”侧重于丢弃不要的东西，不如“deleted”准确。

9.He _____ the file to another location.A.movedB.shiftedC.transferredD.carried答案：C。

“transfer”有转移、传送之意，把文件转移到另一个位置用“transferred”比较恰当。

“moved”和“shifted”比较笼统，没有“transfer”在信息技术语境中那么准确；“carried”通常指携带，不太适合文件转移的语境。

Collaboration

Collaboration"The objects within a program must collaborate; otherwise, the program wouldconsist of only one big object that does everything."-- Rebecca Wirfs-Brock, et. al.,Designing Object-Oriented Software,Prentice Hall, 1990 INTRODUCTIONCollaboration, to my mind, is not discussed enough. It is one of the essential elements of object-oriented analysis and design. As Booch says:"Equally important [as inheritance] is the invention of societies of objects that responsibly collaborate with one another. ... These societies form what Icall the mechanisms of a system, and thus represent strategic architecturaldecisions because they transcend individual classes." [The C++ Journal, Vol. 2,NO. 1 1992, "Interview with Grady Booch"]In this article we will talk about what collaboarations are and why they are so important. We will discuss how collaborations are unearthed through analysis of the problem domain, and how they are designed into the application. We will also discuss the C++ "friend" mechanism, and how it aids the design of collaborations.Some of the examples in this article use a variation of the Booch Notation for describing analysis and design decisions. Where necessary I will digress to explain the notation.WHAT IS COLLABORATION?A collaboration occurs every time two or more objects interact. A collaboration can be as simple as one object sending one message to another object. Or it can be a as complex as dozens of objects exchanging messages. In fact, an entire application is really a single gigantic collaboration involving all of the objects within it.An object-oriented application can be broken down into a set of many different behaviors. Each such behavior is implemented by a distinct collaboration between the objects of the appliation. Every collaboration, no matter how small or large, always implements a behavior of the application that contains it.Imagine an object-oriented application as a network of objects connected by relationships. Collaborations are the patterns of messages that play through that network in pursuit of a particular behavior. A collaboration can be viewed as an algorithm which spans this network, using many different objects and methods. The algorithm is distributed across the network of objects, and so does not exist in any one place.This is in distinct contrast to the behaviors of a class. All behaviors pertinent to a class are methods of that class. They exist in one place. But an object-oriented application is made up of many such classes. Its behaviors are a synthesis of the individual class behaviors. So the application's behaviors are distributed through the classes as collaborations.This identification with the behaviors of the application gives collaborations a very central role in the analysis and design of object-oriented programs. It is these behaviors, after all, that we are trying to achieve. If the collaborations which implement them are not properly designed, then the application will be inaccurate or brittle.IDENTIFYING COLLABORATIONSCollaborations are typically unearthed during the analysis of the problem domain. The first step in this process is to discover the primary classes and their relationships. These are arranged into a model of the static structure of the application. To test this structure, behavioral scenarios are examined. In each scenario we ask which objects will be present, and how they will respondto one particular event. We then attempt to figure out which messages are sent between the objects in order to handle the event. It is within these scenarios that the first hints of collaboration are to be found. For example, consider an application to automate a public library. The analysis of such an application might yeild the following static model. This model is by no means complete, itsimply shows a few of the classes in the problem domain.This diagram is called a class diagram. It is typical of those produced during object-oriented analysis. It is similar to an entity relationship diagram (ERD), except that it uses Booch symbols. It shows the classes in the model, and the static relationships between those classes. In this case we see that the Library employs some number of Librarians . It also maintains a list of all the library cards which identify the Borrower s that the Library is willing to loan books to.Lets examine the behavioral scenario related to borrowing a book from the library. A Borrower takes a book up to a Librarian and presents his or her library card with a request to check the book out. The librarian enters the book id and library card number into a terminal.This creates an event from which we can trace out the flow of messages through the system.This diagram is called an object diagram. It shows the objects that we expect to participate in the behavior, and shows the messages and data that flow between those objects. Note that each message is numbered in the sequence that it occurs.We have shown the initial event as the CheckOut message which is sent to theLibrarian object (message #1). The message includes the BookCopy , which is an objectwhich represents a particular copy of a book. The message also contains the LibraryCard ofthe Borrower. The Librarian asks the Library to look up the Borrower from theLibraryCard(#2), The Library in turn asks the LibraryCardList for the same information (#3).Once in possession of the Borrower, the Librarian checks its status (#4),to see if itis allowed to check out any books. In this example, the Borrower is allowed to check outbooks, so the Location of the book is set to the Borrower (#5), and the appropriate return date is set (#6).This behavioral scenario is a first step towards identifying the collaboration for checking a book out of the library. Its purpose, at this stage, is to prove that the static model is capable of supporting the behavior. But is also gives us a very good idea of the methods that the classes will need in order to properly collaborate.Every behavior of the application should be modeled in this way. From this work a set of behavioral scenarios is generated. Each of these is an early representation of the collaborations within the application.DESIGNING COLLABORATIONSIdentification is not enough. By analyzing the problem domain we have compiled a list of proto-collaborations. Now we need to design the detailed structure of the application so that the collaboration can be supported. This involves replacing the weak relationships in the analysis model, with strong OOD relationships such as inheritance (IsA), containment (HasA) and usage relationships. This is done by inspecting the behavioral scenario to see how the messages flow.For example, the first message in the library collaboration comes to the Librarian from the outside. This implies some kind of LibrarianTerminal object which knows about the Librarian.LibrarianTerminal contains a Librarian. This relationship means that the LibrarianTerminal has intrinsic knowledge of the Librarian. This is important if the LibrarianTerminal is to send a message to the Librarian.The second message in the collaboration is between the Librarian and the Library. Since none of the data currently flowing in the collaboration has identified a particular Library object, the Librarian must has intrinsic knowledge of the Library. Oncemodel. In the analysis model the Library employed the Librarian. However, in this design, the Librarian contains the Library. Although the analysis model makes perfect sense by itself, it does not support the needed collaboration at the detailed level. Thus, the direction of the relationship must changed to support the collaboration.Message number 3 is sent from the Library to the LibraryCardList. Again, intrinsic knowledge is needed, again implying containment. Moreover, we know from the analysis model that the LibraryCardList identifies all the Borrowers. This too implies containment.Message number 4represents the Librarian interrogating the Borrowerabout its ability to borrow books. Intrinic knowledge is not implied since the Borrower was returned to the Librarianthrough message number 2 and 3. Thus we say that the Librarian usesthe Borrower , but does not contain it. The using relationship, represented by the double line and white ball, implies that the used object is somehow made available to the user via the user's interface. By the same reasoning, messages 5 and 6 imply that the Librarian uses the classBookCopy, since it finds out about the BookCopy from the LibrarianTerminal in message #1.collaboration. Similar exercises need to occur for each of the collaborations unearthed through the analysis.Notice that the static model of the analysis was used in the creation of our collaboration, and that the collaboration was then used to refine the static model. This oscillation between the static and dynamic models is typical and essential. We only showed one small oscillation, but in a real analysis and design, the oscillations would continue many more times before the design was considered sufficiently refined. Each change to the static model sheds new light on the dynamics of the collaborations. Each refinement made to the collaborations may expose deficiencies in the static model.TYPES OF COLLABORATIONWe can classify the ways in which classes collaborate into 4 broad categories. Each of these categories has to do with the relationships between the collaborating classes. The differences between these 4 classifications has to do with the intimacy of the collaboration. Some collaborations take place strictly through their public interfaces, and are therefore not very intimate. Other collaborations require closer coupling between the participants.•Peer- to-Peer collaborations All the collaborations that we have studied so far have been of the Peer-to-Peer variety.Peer-to-Peer collaborations occur when two unrelated classes exchange messages. This is the most common form of collaboration. Typically, peer-to-peer collaborations are not intimate; i.e. the collaborators do not depend upon special knowledge of each other. In C++, they are seldom declared as friends. This is not a hard and fast rule however. Sometimes intimacy is indicated. Containers and iterators are an example of peer-to-peer collaborators which are generally intimate and require friendship.•Sibling Collaborations A Sibling collaboration occurs when two or more classes, derived from a common base,exchange messages. Often such collaborations are more intimate than the Peer-to-Peer variety,BookCursor base class is abstract, which is signified by the triangular icon. BookCursor represents the set of classes which search the library for books. The three siblings represent different scopes in which such searches can occur. You can search an entire shelf with ShelfCursor , an entire aisle with AisleCursor and the whole library withLibraryCursor . Notice that the siblings make use of each other in a directional manner. TheLibraryCursor uses the AisleCursor which in-turn uses the ShelfCursor . This makes perfect sense, since searching the library is a matter of searching all the aisles, and searching an aisle is a matter of searching all the shelves within the aisle.This kind of hierarchical relationship is typical of sibiling collaborations. Each sibling builds on the facilities of the other. However, siblings are often able to deal with peer clients as well.When dealing with peers, the relationship is usually not as intimate as when dealing with aHere we see a client sending the Search message to object (x):LibraryCursor . The name of the object is 'x', but the parenthesis indicate that the name is local to this diagram, and not known to the rest of the design. It's kind of like a local variable. Object 'x' responds by sending itself the Initialize method, which is handled by the BookCursor base class.This method clears a set of counters in the BookCursor which keep track of statistics concerning the search.Since each of the siblings must be able to deal directly with clients, they must each respond to the Search method by initializing the base class with the Initialize method. However,when we are searching the entire library, we want all the statistics gathered in the base class of the LibraryCursor object, rather than spread out through a bunch of AisleCursor and ShelfCursor objects. So the LibraryCursor object 'x' tells the AisleCursor to use the statistics counters in the base class of 'x'. Moreover, the AisleCursor passes this information along to the ShelfCursor as well. This information is passed using the PrivateSearch method, which is designed for intimate use between siblings, rather than general purpose client access.Since the classes have a method that they wish to keep private amongst themselves, they should declare the method to be restricted to private access. In order for the siblings to access the methods, they must be friends of each other. Thus we modify the class diagram to show thefriendship.•Base-Derived collaborationsWe saw a small example of a Base-Derived collaboration in the previous example. Such collaborations occur when a derived class exchanges messages with its base. Such collaborations are often very intimate; base and derived classes know a lot about each other and can take advantage of that knowledge. Such collaborations typically involve short term violations of class invariants, i.e. they temporarily leave the class in an illegal state between Here we see an elaboration of part of the previous example. The LibraryCursor object initializes itself by sending itself the Initialize message. The BookCursor base class handles this message and sends the InitializeDerived message back to the derived class (probably via virtual deployment). Thus, the base portion of the class is initialized first, and then the base class initializes the derived class. In between these two messages, the object is in an invalid state, being only partially initialized. Certainly the InitializeDerived method should be private and virtual.•Auto-Collaboration Auto-collaboration occurs when an object sends a message to itself. This is the most intimate of all collaborations, since the object is generally talking to itself. Such collaboration is typically used to encapsulate portions of the implementation. For example, task x may be a component of many of the methods of class Y. Rather than coding task x in each of these methods, it makes better sense to create a new method which performs task x. Certainly such a method should be kept private, since its function is never meant to appear in isolation from theHere we see a typical case of auto-collaboration. When a LibraryCursor object is sent the Search method, it invokes the PrivateSearch method. The data item sent along is presumably its own base class. Notice how this encapsulates the task of searching within the PrivateSearch method. No other method of this class knows the details of a search.USING FRIENDSHIP IN COLLABORATIONIn one of the examples above, we used friendship to aid the collaboration of siblings. Friendship is also sometimes used in peer-to-peer collaborations. In early versions of C++, before the protected keyword was added, friendship was also used to support base-derived collaborations. In fact, the proliferation of base classes declaring their derivatives as friends was a principle factor in the decision to add protected access to the language.Friendship allows unrelated classes to participate in intimate collaborations. This is important when several classes are working together to present a single abstraction. As a case in point, take the example of the LibraryCursor. This class collaborated with its sibling AisleCursor to present a single abstraction: that of searching the entire library for books. This collaboration required that the two classes be friends.Such multi-class abstractions are an important design technique. There are situations where it is not practical or possible to represent an abstraction as a single class. A good example of this is iterators. Container classes and their iterators represent a single abstraction. But there is simply no good way to represent this abstraction as a single class.Another role of friendship is to prevent private portions of a collaboration from leaking out into the public arena. Again, the LibraryCursor class provides us with an example. The PrivateSearch method is a dangerous method to make public. It badly violates the invariants of the BookCursor abstraction. Friendship allows these dangerous functions to remain private to the abstraction, and to be used by the friends participating in that abstraction.When many classes collaborate, the use of friendship to solve the problems of access and efficiency will result in classes that are bound tightly to each other. Sometimes they can be so tightly bound that they cannot be separated from each other.Certainly we want to avoid, at all costs, huge networks of classes which are all friends and which all take great liberties with each others internal parts. Such a perversion could not be called object-oriented. Also, we want to avoid the temptation to use friendship to join two very separate abstractions. If such abstractions need to be joined in some way, the joining should generally be accomplished through their interfaces, or through an intermediary class.However, when two ore more classes are truly part of the same abstraction, then tight binding and friendship should not be discouraged. As Rumbaugh says: "Some object-oriented authors feel that every piece of information should be attached to a single class, and they argue that associations violate encapsulation of information into classes. We do not agree with this viewpoint. Some information inherently transcends a single class, and the failure to treat associations on an equal footing with classes can lead to programs containing hidden assumptions and dependencies." [Object Oriented Modeling and Design, Rumbaugh et. al., Prentice Hall, 1991]Since friendship can only be given, and cannot be taken, the choice of who to give friendship to becomes a design decision. This means that the class is designed to collaborate with certain special friends. The collaborators become members of a team which work more closely together than normal in order to achieve a single end. Thus, encapsulation is not lost, nor even compromised. The "capsule" simply widens to enclose all the friends.SUMMARYIn this article we have examined collaboration. We have shown that all the behaviors of an application are implemented through collaborations. We have shown how collaborations are first detected in the analysis phase of a project, and how their static and dynamic elements can be expressed using the Booch notation. We have shown how the static and dynamic views can be iterated to provide successive refinement of the application's design. We have discussed the various types of collaborations, and typical situations when they may be used. Finally we have discussed the role of friendship in collaborations.Collaboration is at the heart of OOA/OOD. The proper design of an object-oriented application depends upon a thorough and detailed understanding of the collaborations which implement its behaviors.。

水化学软件说明书

A User’s Guide toRockWare®Aq•QA®Version 1.1RockWare, Inc.Golden, Colorado, USACopyright © 2003–2004 Prairie City Computing, Inc. All rights reserved.Aq•QA® information and updates: Aq•QA® sales and support:RockWare, Inc.2221 East Street, Suite 101Golden, Colorado 80401 USASales: 303-278-3534, aqqa@Orders: 800-775-6745Fax: 303-278-4099Developer: Developed exclusively for RockWare, Inc. by:Prairie City Computing, Inc.115 West Main Street, Suite 400PO Box 1006Urbana, Illinois 61803-1006 USATrademarks: Aq•QA® and Prairie City Computing® are trademarks or registered trademarks of Prairie City Computing, Inc. RockWare® is a registered trademark of RockWare, Inc. All other trademarks used herein are the properties of their respective owners.Warranty: RockWare warrants that the original CD is free from defects in material and workmanship, assuming normal use, for a period of 90 days from the date of purchase. If a defect occurs during this time, you may return the defective CD to PCC, along with a dated proof of purchase, and RockWare will replace it at no charge. After 90 days, you can obtain a replacement for a defective CD by sending it and a check for $25 (to cover postage and handling) to RockWare. Except for the express warranty of the original CD set forth here, neither RockWare nor Prairie City Computing (PCC) makes any other warranties, express or implied. RockWare attempts to ensure that the information contained in this manual is correct as of the time it was written. We are not responsible for any errors or omissions. RockWare’s and PCC’s liability is limited to the amount you paid for the product. Neither RockWare not PCC is liable for any special, consequential, or other damages for any reason.Copying and Distribution: You are welcome to make backup copies of the software for your own use and protection, but you are not permitted to make copies for the use of anyone else. We put a lot of time and effort into creating this product, and we appreciate your support in seeing that it is used by licensed users only.End User License Agreement: Use of Aq•QA® is subject to the terms of the accompanying End User License Agreement. Please refer to that Agreement for details.ContentsA Guided Tour of Aq•QA®1About Aq•QA® (1)Data Sheet (1)Entering Data (2)Working With Data (4)Graphing Data (6)Replicates, Standards, and Mixing (11)The Data Sheet 13 About the Data Sheet (13)Creating a New Data Sheet (13)Opening an Existing Data Sheet (13)Layout of the Data Sheet (13)Selecting Rows and Columns (14)Reordering Rows and Columns (14)Adding Samples and Analytes (14)Deleting Samples and Analytes (15)Using Analyte Symbols (15)Data Cells (15)Entering Data (15)Changing Units (16)Using Elemental Equivalents (16)Notes and Comments (17)Flagging Data Outside Regulatory Limits (17)Saving Data (17)Exporting Data to Other Software (17)Printing the Data Sheet (18)Analytes 19 About Analytes (19)Analyte Properties (19)Changing the Properties of an Analyte (20)Creating a New Analyte (21)Analyte Libraries (21)Editing the Analyte Library (21)Updating Aq•QA Files (22)A User’s Guide to Aq•QA Contents • iData Analysis 23 About Data Analysis (23)Fluid Properties (23)Water Type (24)Dissolved Solids (24)Density (24)Electrical Conductivity (24)Hardness (25)Internal Consistency (25)Anion-Cation Balance (25)Measured TDS Matches Calculated TDS (26)Measured Conductivity Matches Calculated Value (26)Measured Conductivity and Ion Sums (26)Calculated TDS to Conductivity Ratio (26)Measured TDS to Conductivity Ratio (26)Organic Carbon Cannot Exceed Sum of Organics (26)Carbonate Equilibria (26)Speciation (27)Total Carbonate From Titration Alkalinity (27)Titration Alkalinity From Total Carbonate (27)Mineral Saturation (27)Partial Pressure of CO2 (27)Irrigation Waters (27)Salinity hazard (28)Sodium Adsorption Ratio (28)Exchangeable Sodium Ratio (28)Magnesium Hazard (28)Residual Sodium Carbonate (28)Reference (29)Geothermometry (29)Unit Conversion (30)Replicates, Standards, and Mixing 33 About Replicates, Standards, and Mixing (33)Comparing Replicate Analyses (33)Checking Against Standards (34)Fluid Mixing (34)Graphing Data 35 About Graphing Data (35)Time Series Plots (35)Series Plots (36)Cross Plots (37)Ternary Diagrams (37)Piper Diagrams (38)Durov Diagrams (39)Schoeller Diagrams (39)ii • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAStiff Diagrams (40)Radial Plots (40)Ion Balance Diagrams (41)Pie Charts (41)Copying a Graph to Another Document (42)Saving Graphs (42)Tapping Aq•QA®’s Power 43 About Tapping Aq•QA®’s Power (43)Template for New Data Sheets (43)Exporting the Data Sheet (43)Subscripts, Superscripts, and Greek Characters (44)Analyte Symbols (44)Colors and Markers (44)Calculated Ions (44)Hiding Analytes and Samples (44)Selecting Display Fonts (45)Searching the Data Sheet (45)Arrow Key Behavior During Editing (45)Sorting Samples and Analytes (45)“Tip of the Day” (45)Appendix: Carbonate Equilibria 47 About Carbonate Equilibria (47)Necessary Data (47)Activity Coefficients (47)Apparent Equilibrium Constants (48)Speciation (49)Titration Alkalinity (49)Mineral Saturation (50)CO2 Partial Pressure (51)Index 53 A User’s Guide to Aq•QA Contents • iiiA Guided Tour of Aq•QA®About Aq•QAImagine you could keep the results of your chemical analyses in aspreadsheet developed especially for the purpose. A spreadsheet thatknows how to convert units, check your analyses for internal consistency,graph your data in the ways you want it graphed, and so on.A spreadsheet like that exists, and it’s called Aq•QA. Aq•QA was writtenby water chemists, for water chemists. Best of all, it is not only powerfulbut easy to learn, so you can start using it in minutes. Just copy the datafrom your existing ordinary spreadsheets, paste it into Aq•QA, andyou’re ready to go!To see what Aq•QA can do for you, take the guided tour below.Data SheetWhen you start Aq•QA, you see an empty Data Sheet. Click on File →Open…, move to directory “\Program Files\AqQA\Examples” and openfile “Example1.aqq”.The example Data SheetAnalyteSampleis arranged with samples in columns, and analytes – the things youmeasure – in rows.A User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 12 • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAYou can flip an Aq•QA Data Sheet so the samples are in rows andanalytes in columns by selecting View → Transpose Data Sheet . Clickon this tab again to return to the original view. Tip: Aq•QA by default labels analytes by name (Sodium, Potassium,Dissolved Solids, …), but by clicking on View → Show AnalyteSymbols you can view them by chemical symbol (Na, K, TDS, …). To include more samples or analytes in your Data Sheet, click on the “Add Sample” or “Add Analyte” button: Add asampleAdd an analyteSelect analyte(s)Select sample(s)Select valuesYou select analytes or samples by clicking on “handles”, marked in theData Sheet by small triangles. You can select the values associated withan analyte using a separate set of handles, next to the “Unit” column.Give it a try!Tip: To rearrange rows or columns, select one or more, hold down theAlt key, and drag them to the desired location. Entering DataTo see how to enter your own data into an Aq•QA Data Sheet, begin byselecting File → New . Add to the Data Sheet whatever analytes youneed, and delete any you don’t need.Tip: To delete analytes, select one or more and click on the button.To delete samples you have selected, click on the button.When you click on the “Add Analyte” button, you can pick from amonga number of predefined choices in various categories, such as “InorganicAnalytes”, “Organic Analytes”, and so on:lets youfromA number of commonly encountered data fields (Date, pH,Temperature, …) can be found in the “General” category.Tip: If you don’t find an analyte you need among the predefined choices,you can easily define your own by clicking on Analytes→NewAnalyte….To make your work easier, rearrange the analytes (select, hold down theAlt key, and drag) so they appear in the same order as in your data.Tip: You can add a number of analytes in a single step by clicking onAnalytes→Add Analytes….Set units for the various analytes, as necessary: right click in the unitfield and choose the desired units from under Change Units, or selectChange Units under Analytes on the menubar.Right click tochange unitsA User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 3Tip: You can change the units for more than one analyte in one step.Simply select any number of analytes and right-click on the unit field.Tip: Analyses are sometimes reported in elemental equivalents. Forexample, sulfate might be reported as “SO4 (as S)”, bicarbonate as“HCO3 (as C)”, and so on. In this case, right click on the unit of such ananalyte and select Convert to Elemental Equivalents.You can now enter your data into the Data Sheet as you would in anordinary spreadsheet.Tip: If you have an analysis below the detection limit, you can enter afield such as “<0.01”. Aq•QA knows what this means. If the analysisreports an analyte was not detected, enter a string such as “n/d” or “--”.For missing data, enter a non-numeric string, or simply leave the entryblank.You of course can type data into the Data Sheet by hand, or paste thevalues into cells one-by-one. But it’s far easier to copy them from anordinary spreadsheet or other document as a block and paste them all atonce into the Aq•QA Data Sheet.Making sure the analytes appear in the same order as in your spreadsheet,copy the data block, click on the top, leftmost cell in the Aq•QA DataSheet, and select Edit → Paste, or touch ctrl+V.Tip: If there are more samples in a data block you are pasting than inyour Aq•QA Data Sheet, Aq•QA will make room automatically.Tip: If the data arranged in your spreadsheet in columns fall in rows inyour Aq•QA Data Sheet, or vice-versa, you can transpose the Data Sheet,or simply select Edit → Paste Special → Paste Transposed.Tip: You can flag data in an Aq•QA Data Sheet that fall outsideregulatory guidelines. Select Samples → Check Regulatory Limits, orclick on . Violations on the Data Sheet are flagged in red.Working With DataOnce you have entered your chemical analyses in the Data Sheet, Aq•QAcan tell you lots of useful information.Click on File → Open… and load file “Example2.aqq” from directory“\Program Files\AqQA\Examples”. To see Aq•QA’s analysis of one ofthe samples in the Data Sheet, select the sample by clicking on its handleand then click on the tab. This moves you to the DataAnalysis pane, which looks like4 • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAClick on anybar to expandor close up acategoryClick herefor moreinformationThere are a number of categories in the Data Analysis pane. To open acategory, click on the corresponding bar. A second click on the bar closesthe category. Clicking on the symbol gives more information aboutthe category.Tip: You can view the data analysis for the previous or next sample inyour Data Sheet by clicking on the and buttons to the left andright of the top bar in the Data Analysis pane.The top category, Fluid Properties, identifies the water type, dissolvedsolids content, density, temperature-corrected conductivity, and hardness,as measured or calculated by Aq•QA.The next category, Internal Consistency, reports the results of a numberof Quality Assurance tests from the American Water Works Association“Standard Methods” reference. For example, Aq•QA checks that anionsand cations balance electrically, that TDS and conductivitymeasurements are consistent with the reported fluid composition, and soon.The Carbonate Equilibria category tells the speciation of carbonate insolution, carbonate concentration calculated from measured titrationalkalinity and vice-versa, the fluid’s calculated saturation state withrespect to the calcium carbonate minerals calcite and aragonite, and thecalculated partial pressure of carbon dioxide.A User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 5The Irrigation Waters category shows the irrigation properties of asample, and the Geothermometry category shows the results of applyingchemical geothermometers to the samples, assuming they are geothermalwaters.Finally, the sample’s analysis is displayed in a broad range of units, frommg/kg to molal and molar.Tip: You can print results in the Data Analysis pane: open the categoriesyou want printed and click on File→Print…Graphing DataAq•QA can display the data in your Data Sheet on a number of the typesof plots most commonly used by water chemists.To try your hand at making a graph, make sure that you have file“Example2.aqq” open. If not, click on File→Open… and select the filefrom directory “\Program Files\AqQA\Examples”.On the Data Sheet, select the row for Iron. Hold down the ctrl key andselect the row for Manganese. Click on and select Time SeriesPlot. The graph appears in Aq•QA as a new pane.The result should look like:To change or Click here toSelect…delete a graph, right-click on its tab alter the graph’s appearanceanalytes…andsamples tographYou can select the analytes and samples to appear in the graph on thecontrol panel to the right of the plot. Right clicking on the pane’s tab,along the bottom of the Aq•QA window, lets you change the plot to adifferent type, or delete it.Tip: You can alter the appearance of a graph by clicking on theAdvanced Options… button on the graph pane.6 • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAYou can copy the graph (Edit→Copy) and paste it into another program, such as an illustration program like Adobe® Illustrator® or Microsoft® PowePoint®, or a word processing program like Microsoft®Word®.Tip: Once you have pasted a graph into an illustration program, you can edit its appearance and content. To do so, select the graphic and ungroup the picture elements (you may need to ungroup them twice).You can also send it to a printer by clicking on File→Print.Tip: In addition to copying a graph to the clipboard, you can save it in a file in one of several formats: as a Windows® EMF file, an EncapsulatedPostScript® (EPS) file, or a bitmap. Select File→Save Image As… andselect the format from the “Save as type” dropdown menu.Tip: Select a linear or logarithmic vertical axis for a Series or TimeSeries plot by unchecking or checking the box labeled “Log Scale” onthe Advanced Options…→ dialog or dialog.Aq•QA can display your data on a broad variety of graphs and diagrams:simply choose a diagram type from the pulldown.In addition to Time Series plots, Aq•QA can produce the following typesof diagrams:Series Diagrams.A User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 7Cross Plots, in linear and logarithmic coordinates.Ternary diagrams.8 • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAPiper diagrams.Durov diagrams.A User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 9Schoeller diagrams.Stiff diagrams.Radial diagrams.10 • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAIon balance diagrams.Pie charts.Replicates, Standards, and MixingAq•QA can check replicate analyses, compare analyses to a standard, andfigure the compositions of sample mixtures.Replicate analyses are splits of the same sample that have been analyzedmore than once, whether by the same or different labs. The analyses,therefore, should agree to within a small margin of error.To see how this feature works, load (File → Open…) file“Replicates.aqq” from directory “\Program Files\AqQA\Examples”.Select samples PCC-2, PCC-2a, and PCC-2b: click on the handle forPCC-2, then hold down the shift key and click on the handle for PCC-2b.Now, click on the button on the toolbar.A new display appears at the right side of the Aq•QA Data Sheet, oralong the bottom if you have transposed it.A User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 1112 • A Guided Tour of Aq•QA®A User’s Guide to Aq•QAThe display shows the coefficient of variation for each analyte, and whether this value falls within a certain tolerance. Small coefficients of variation indicate good agreement among the replicates. The tolerance, by default, is ±5, but you can set it to another value by clicking on Samples → Set Replicate Tolerance….A standard is a sample of well-known composition, one that wasprepared synthetically, or whose composition has already been analyzed precisely. Enter the known composition as a sample in the Data Sheet and click on Samples → Designate As Standard, or the button. Then select an analysis of the standard on the Data Sheet and click on Samples → Compare To Standard, or the button. The display at the right or bottom of the Data Sheet shows the error in the analysis, relative to the standard. Set the tolerance for the comparison, by default ±10, clicking on Samples → Set Standard Tolerance….To find the composition of a mixture of two or more samples, select two or more samples and click on the button on the toolbar. Thecomposition of the mixed fluid appears to the right or bottom of the Data Sheet.The Data SheetAbout the Data SheetThe Aq•QA® Data Sheet is a special spreadsheet that holds yourchemical data. The data is typically composed of the values measured forvarious analytes, for a number of samples.You can enter data into a Data Sheet and manipulate it, as describedbelow.Creating a New Data SheetTo create a new Aq•QA Data Sheet, select File → New, or touch ctrl+N.An empty Data Sheet, containing a number of analytes, but no data,appears.The appearance of new Data Sheets is specified by a template. You cancreate your own template so new Data Sheets contain the analytes youneed, in your choice of units, and ordered as you desire. For moreinformation, see Template for New Data Sheets in the TappingAqQA’s Power chapter of this guide.Opening an Existing Data SheetAq•QA files end with the extension “.aqq”. These files contain the dataentered in the Data Sheet, as well as any graphs produced and theprogram’s current configuration.You can open an existing Data Sheet by clicking on File → Open… andselecting a “.aqq” file, either one that you have previously saved or anexample file installed with the Aq•QA package. A number of examplefiles are installed in the “Examples” directory within the Aq•QAinstallation directory (commonly “\Program Files\AqQA”).Layout of the Data SheetAn Aq•QA Data Sheet contains the values measured for various analytes(Na+, Ca2+, HCO3−, and so on) for any number of samples that have beenanalyzed. Each piece of information about a sample is considered ananalyte, even sample ID, location, sampling date, and so on.A User’s Guide to Aq•QA The Data Sheet • 13By default, each analyte occupies a row in the Data Sheet, and thesamples fall in columns. You can reverse this arrangement, so analytesfall in columns and the samples occupy rows, by clicking on Edit →Transpose Data Sheet. To flip the Data Sheet back to its originalarrangement, click on this tab a second time.You can rearrange the order of analytes or symbols on the Data Sheet, asdescribed below under Reordering Rows and Columns.Selecting Rows and ColumnsTo select a row or column, click on the marker to the left of a row, or thetop of a column. The marker for a row or column appears as a smalltriangle. Analytes have two markers, one for selecting the entire analyte,and one for selecting only the analyte’s data values.You can select a range of rows or columns by holding down the leftmouse button on the marker at the beginning of the range, then draggingthe mouse to the marker at the end of the range. Alternatively, select thebeginning of the range, then hold down the shift button and click on themarker for the end of the range.To select a series of rows or columns that are not necessarily contiguouson the Data Sheet, select the first row or column, then hold down the ctrlkey and select subsequent rows or columns.By clicking on one of the small blue squares at the top or left of the DataSheet, you can select either the entire sheet, or all of the data values onthe sheet.Reordering Rows and ColumnsYou can easily rearrange the rows and columns of samples and analytesin your Data Sheet. To do so, first select a row or column, or a range ofrows and columns, as described under Selecting Rows andColumns. Then, holding down the alt key, press the left mouse button,drag the selection to its new position, and release the mouse button.Adding Samples and AnalytesTo include more samples or analytes in your Data Sheet, select onSamples → Add Sample, or Analytes → Add Analyte, or simply clickon the or buttons on the toolbar. To add several analytes at once,select Analytes → Add Analytes…, which opens a dialog box for thispurpose.When you add an analyte, you choose from among the large number thatAq•QA knows about. These are arranged in categories: inorganics,organics, biological assays, radioactivity, isotopes, and a generalcategory that includes things like pH, temperature, date, and samplelocation.14 • The Data Sheet A User’s Guide to Aq•QAIf you don’t find the analyte you need, you can quickly define your own.Select Analytes → New Analyte…, or New Analyte…from thedropdown menu. For more information about defining analytes, see theAnalytes chapter of the guide.Deleting Samples and AnalytesTo delete analytes or samples, select one or more and click on Analytes→ Delete, or Samples → Delete. Alternatively, select an analyte andclick on the button, or a sample and click on .Using Analyte SymbolsAnalytes are labeled with names such as Sodium, Calcium, andBicarbonate. If you prefer, you can view them labeled with thecorresponding chemical symbols, such as Na+, Ca2+, HCO3−. Simplyclick on View → Show Analyte Symbols. A second click on this tabreturns to labeling analytes by name.Data CellsEach cell in the data sheet contains one of several types of information:1. A numerical value, such as the concentration of a species.2. A character string.3. A date or a time.Numerical values are, most commonly, simply a number. You can,however, indicate a lack of data with a character string, such as “n/d” or“Not analyzed”, or just leaving the cell empty.If an analysis falls below the detection limit for a species, enter thedetection limit preceded by a “<”. For example, “<0.01”.Character strings, such as you might enter for the “Sample ID”, containany combination of characters, and can be of any length.You can enter dates in a variety of formats: “Sep 21, 2003”, 9/21/03”,“September 23”, and so on. Aq•QA will interpret your input and cast it inyour local format (e.g., mm/dd/yy in the U.S.). Similarly, enter time as“2:20 PM” or “14:20”. Append seconds, if you wish: 2:20:30 PM”.To change the width of the data cells (i.e., the column width), drag thedividing line between columns to the left or right. This changes the widthof all the data columns in the Data Sheet.Entering DataTo enter data into an Aq•QA Data Sheet, you can of course type it infrom the keyboard, or paste it into the cells in the Data Sheet, one by one.A User’s Guide to Aq•QA The Data Sheet • 15It is generally more expedient, however, to copy all of the values as ablock from a source file, such as a table in a word processing document,or a spreadsheet. To do so, set up your Aq•QA Data Sheet so that itcontains the same analytes as the source file, in the same order (seeAdding Samples and Analytes above, and Reordering Rows andColumns). You don’t necessarily need to add samples: Aq•QA will addcolumns (or rows) to accommodate the data you paste.Now, select the data block from the source document and copy it to theclipboard. Move to Aq•QA, click on the top, leftmost data cell, and selectEdit → Paste. If the source data is arranged in the opposite sense as yourData Sheet (the samples are in rows instead of columns, or vice-versa),transpose the Data Sheet (View → Transpose Data Sheet), or selectEdit → Paste Special → Paste Transposed.Changing UnitsYou can change the units of analytes on the Data Sheet at any time. Todo so, select one or more analytes, then click on Analytes → ChangeUnits. Alternatively, right click and choose a new unit from the optionsunder Change Units. If you have entered numerical data for the analyte(or analytes), you will be given the option of converting the values to thenew unit.Some unit conversions require that the program be able to estimatevalues for the fluid’s density, dissolved solids content, or both. If youhave entered values for the Density or Dissolved Solids analytes, Aq•QAwill use these values directly when converting units.If you have not specified this data for a sample, Aq•QA will calculateworking values for density and dissolved solids from the chemicalanalysis provided. It is best, therefore, to enter the complete analysis for asample before converting units, so the Aq•QA can estimate density anddissolved solids as accurately as possible.Aq•QA estimates density and dissolved solids using the methodsdescribed in the Data Analysis section of the User’s Guide, assuming atemperature of 20°C, if none is specified. Aq•QA can estimate densityover only the temperature range 0°C –100°C; outside this range, itassumes a value of 1.0 g/cm3, which can be quite inaccurate and lead toerroneous unit conversions.Using Elemental EquivalentsYou may find that some of your analytical results are reported aselemental equivalents. For example, sulfate might be reported as “SO4(as S)”, bicarbonate as “HCO3 (as C)”, and so on.In this case, select the analyte or analytes in question and click onAnalytes → Convert to Elemental Equivalents. Alternatively, select16 • The Data Sheet A User’s Guide to Aq•QAthe analyte(s), then right click on your selection and choose Convert toElemental Equivalents.To return to the default setting, select Analytes → Convert to Species,or select the Convert to Species option when you right-click.Notes and CommentsWhen you construct a Data Sheet, you may want to save certain notesand comments, such as a site’s location, who conducted the sampling,what laboratory analyzed the samples, and so on.To do so, select File → Notes and Comments… and type theinformation into the box that appears. This information will be savedwith your Aq•QA document; you may access it and alter it at any time.Flagging Data Outside Regulatory LimitsYou can highlight on the Data Sheet concentrations in excess of ananalyte’s regulatory limit. Select Samples → Check Regulatory Limits.Concentrations above the limit now appear highlighted in a red font.Select the tab a second time to disable the option. Touching ctrl+L alsotoggles the option.Aq•QA can maintain a regulatory limit for each analyte. The analytelibrary contains default limits based on U.S. water quality standards atthe time of compilation, but you should of course verify these againststandards as implemented locally. You can easily change the limit carriedfor an analyte, as described in the Analytes chapter of this guide.Saving DataBefore you exit Aq•QA, you will probably want to save your workspace,which includes the data in your Data Sheet, any graphs you have created,and so on, in a .aqq file.To save your workspace, select File → Save , or click on the button onthe Aq•QA toolbar.To save your workspace as a .aqq file under a different name, select File→ Save As… and specify the file’s new name.You may also want to save the data in the Data Sheet as a file that can beread by other applications, such as Microsoft® Excel®. For informationon saving data in this way, see the next section, Exporting Data toOther Software.Exporting Data to Other SoftwareWhen Aq•QA saves a .aqq file, it does so in a special format thatincludes all of the information about your Aq•QA session, such as theA User’s Guide to Aq•QA The Data Sheet • 17。

sonarlint 单词 -回复

sonarlint 单词-回复SonarLint: Enabling Efficient Code Analysis and Quality ControlIntroduction (150-200 words):SonarLint is a powerful tool that aids developers in writing better, more efficient code. The tool focuses on static code analysis, which means it detects issues in the code without executing it. By analyzing the code as it is written, SonarLint helps to identify potential problems early in the development process, saving time and effort in debugging and optimizing code. This article will provide you with a step-by-step guide on how to effectively utilize SonarLint in your projects, ensuring high code quality and improved software development practices.1. Understanding SonarLint (300-400 words):To get started with SonarLint, it is important to understand its capabilities and benefits. SonarLint offers language-specific plugins that can be integrated with various Integrated Development Environments (IDEs), including Eclipse, IntelliJ IDEA, and Visual Studio. These plugins provide real-time feedback by checking for code quality, security vulnerabilities, coding standards, and potential bugs.SonarLint is based on the powerful SonarQube platform, which provides a comprehensive code analyze solution for large projects. However, SonarLint is specifically designed for individual developers and small teams. It is lightweight and runs locally within the IDE, analyzing code as you write it, without the need for a centralized SonarQube server.The tool supports a wide range of programming languages, including Java, C/C++, C#, JavaScript, Kotlin, and more. Each language plugin provides a specific set of rules, allowing for language-specific analysis.2. Setting Up SonarLint (300-400 words):To begin using SonarLint, you need to install the appropriate plugin for your IDE. The plugin can typically be found in the marketplace or plugin repository of your IDE. Once installed, you will need to configure the plugin to connect to a SonarQube server or SonarCloud (SonarSource's cloud version of SonarQube).If you don't have a SonarQube server or SonarCloud account, you can still benefit from SonarLint by using the default Sonar Way ruleset. This rule set provides a good baseline to ensure code quality.After configuration, SonarLint will automatically analyze your code in real-time as you type. It will highlight any issues found and provide clear explanations and suggestions to help you resolve them.3. Interpreting SonarLint's Feedback (500-700 words):SonarLint provides comprehensive feedback on potential issues in your code, categorized into different rule types such as code smells, bugs, vulnerabilities, and security hotspots. Each rule comes with a severity level, helping you prioritize the issues to fix.Code smells are architectural or design-related problems that reduce code quality without affecting its functionality. Examples include long methods, complex code structures, and duplicated code. SonarLint suggests refactoring to improve maintainability and readability.Bugs refer to code issues that can cause incorrect behavior. SonarLint precisely pinpoints the exact location of the bug and provides clear explanations to help you fix it.Vulnerabilities and security hotspots focus on potential security risks in your code. SonarLint helps identify security vulnerabilities, such as insecure communication, potential SQL injection orcross-site scripting vulnerabilities, and provides guidance on how to fix them.SonarLint also highlights coding standards violations, ensuring your code follows the best practices and conventions of the programming language being used. While these violations may not necessarily result in issues, they are essential for ensuring code readability, maintainability, and collaboration within a team.Conclusion (150-200 words):SonarLint is a fantastic tool that empowers developers to write clean, high-quality code. By detecting potential issues early on, SonarLint helps developers in creating robust and efficient software while significantly reducing the time spent on debugging and maintenance tasks.When integrated with your preferred IDE, SonarLint offers real-time feedback and practical guidance, making it accessible andconvenient for developers to improve their code quality. By tackling code smells, bugs, vulnerabilities, and enforcing coding standards, SonarLint supports best practices and helps in the delivery of reliable, secure, and maintainable software.So, take the initiative to integrate SonarLint into your development workflow and see the transformative impact it can have on your code quality and productivity.。

Princess Yachts X Class 32 - 产品说明书

E X P E R I E N C E T H E E X C E P T I O N A LC O N T E N TSPrincess Yachts 4Crafted in Plymouth, England 6Produzido em Plymouth, Inglaterra |Fabricado en Plymouth, Inglaterra |英国普利茅斯原创制造|Gebaut in Plymouth, England4Designed for a life less ordinary 8Projetado para quem quer uma vida especial |Diseñado para una vida menos ordinaria |专为非凡生活而设计|Ein Konzept für das UngewöhnlicheTechnology for the power to explore 10 Le pouvoir d’exploration, grâce à la technologie | Tecnología para explorar la potencia |依托先进技术为探索提供澎湃动力| Technologie für uneingeschränkte EntdeckungsreisenX Class introduction 12 X95 14 8Safeguarding your sanctuary 40Protegendo o seu santuário |Salvaguardar su santuario |保护您的避风港|Schutz für Ihren ZufluchtsortOur Partners 42Nossos parceiros |Nuestros Socios |我们的合作伙伴|Unsere PartnerRange 44Linha de produtos | Gama |系列| BereichRecognition 46Reconhecimento | Reconocimiento |认可| WürdigungDistributor network 48Rede de distribuidores |Red de distribuidores |经销商网络| VertriebsnetzCredits 50Créditos | Créditos |致谢名单| Danksagungen40P R I N C E S S YA C H T SYour yacht is an extension of yourself. A statement of your lifestyle. She needs to deliver unforgettableexperiences for you, your family and friends. Every Princess yacht is designed with our forward-thinkingmentality and crafted with meticulous attention to detail. So whether you’re dashing across the water ormoored in your favourite bay, you will recognise the diff erence our design and details make, inside and out.Experience the exceptional.Seu iate é uma extensão de você mesmo. Uma afi rmação de seu estilo de vida. Ele precisa proporcionarexperiências inesquecíveis a você, à sua família e a seus amigos. Cada iate Princess é projetado segundonossa mentalidade vanguardista e elaborado com atenção meticulosa aos detalhes. Então, quer estejaacelerando na água ou atracado em sua baía favorita, você perceberá a diferença que nosso designe detalhes fazem, por dentro e por fora. Experimente o excepcional.Su yate es una extensión de sí mismo. Una declaración de intenciones. Debe aportarle experienciasinolvidables a usted, a su familia y a sus amigos. Cada yate Princess se diseña pensando en el futuro y seelabora poniendo especial atención al detalle. De este modo, tanto si está surcando los mares, o estáanclado en su bahía favorita, reconocerá la diferencia en el diseño y en los detalles tanto en el interior comoen el exterior, consiguiendo que la experiencia sea del más alto nivel. Sienta lo excepcional.游艇是您自由生活的延续。

能应用于新技术的开发英文翻译

能应用于新技术的开发英文翻译1. What is the translation of "能应用于新技术的开发" in English?The translation of "能应用于新技术的开发" in English is "development that can be applied to new technologies".2. What does "development" refer to in this context?In the context of "能应用于新技术的开发", "development" refers to the process of creating and improving new technologies, such as software programs, applications, or hardware devices. It involves designing, coding, testing, and implementing innovative solutions to meet the needs and requirements of emerging technologies.3. What does "applied to new technologies" mean?"Applied to new technologies" means that the development process is focused on creating solutions that can be used in conjunction with or integrated into the latest technological advancements. It involves adapting and utilizing existing knowledge, tools, and techniques to address the specific challenges and opportunities presented byemerging technologies.4. What are some examples of new technologies that could benefit from this type of development?Some examples of new technologies that could benefit from this type of development include artificial intelligence (AI), blockchain, virtual reality (VR), augmented reality (AR), Internet of Things (IoT), 3D printing, robotics, and quantum computing. These technologies are rapidly evolving and often require innovative development approaches to maximize their potential and address their unique requirements.5. How does this type of development contribute to the advancement of new technologies?This type of development plays a crucial role in the advancement of new technologies by enabling the creation of practical and efficient solutions that can fully utilize the capabilities of emerging technologies. It helps to bridge the gap between theoretical concepts and practical application, allowing new technologies to be effectively integrated into various industries and sectors.6. What are the key considerations when applying this type of development to new technologies?When applying this type of development to new technologies, several key considerations need to be taken into account. These include understanding the specific requirements and limitations of the new technology, conducting thorough research and analysis to identify potential use cases and opportunities, collaborating with experts and stakeholders to gather insights and feedback, and keeping up with the latest trends and advancements in the field.7. How can this type of development contribute to innovation and competitiveness?This type of development can contribute to innovation and competitiveness by enabling businesses and organizations to stay at the forefront of technological advancements. By investing in the development of solutions that can be applied to new technologies, companies can gain a competitive edge, improve their products or services, streamline their operations, and create new business opportunities. It also allows them to adapt to changing market demands and consumer preferences, leading to sustainable growth and success.8. What are some challenges that may arise when applying this type of development to new technologies?Some challenges that may arise when applying this type of development to new technologies include technical complexities, compatibility issues, resource constraints, security concerns, and regulatory compliance. The dynamic nature of new technologies requires developers to constantly update their skills and knowledge to keep up with the rapid pace of change. Additionally, the successful implementation of new technologies often requires collaboration and coordination among different stakeholders, which can be challenging to achieve.In conclusion, "能应用于新技术的开发" in English is "development that can be applied to new technologies". This type of development focuses on creating solutions that can effectively utilize and integrate with emerging technologies, contributing to their advancement, innovation, and competitiveness. However, it also comes with challenges that need to be carefully addressed to ensure successful implementation.。

ai是工具英语作文

ai是工具英语作文In the rapidly evolving world of technology, artificial intelligence (AI) has become a ubiquitous force, shaping the way we live, work, and interact. AI, at its core, is a tool—a powerful, versatile tool designed to enhance human capabilities and expand the boundaries of what is possible. Its potential to transform society is immense, but it is crucial to understand that AI is not a replacement for human intelligence or creativity; rather, it is a complement, an extension of our own.The rise of AI has been enabled by remarkable advancements in computing power and data analytics. These advancements have allowed computers to process vast amounts of information, learn from patterns, and make decisions with remarkable speed and accuracy. AI systems can now perform tasks that were once considered too complex ortime-consuming for humans, such as analyzing vast datasets to predict market trends or diagnosing diseases from medical images.However, it is essential to recognize that AI's capabilities are limited by the data and algorithms it isprogrammed with. It lacks the intuition, empathy, and subjective understanding that humans possess. AI is a blank slate, a mirror reflecting back what it has been taught. This is why AI must be guided by ethical principles and human values to ensure that it serves society in a positive and responsible manner.The benefits of AI are already being felt across various industries. In healthcare, AI-powered diagnostics are helping doctors identify diseases more quickly and accurately, leading to earlier interventions and better outcomes. In transportation, self-driving cars are reducing accidents and easing congestion, while AI-optimized supply chains are making the distribution of goods more efficient. In education, personalized learning experiences are becoming a reality, tailored to the unique needs and abilities of each student.Despite these promising applications, there are also concerns about the potential negative impacts of AI. Automation may displace workers in some sectors, leading to job losses and economic displacement. Privacy and security issues are also paramount as AI systems collect and analyzevast amounts of personal data. To mitigate these concerns, it is crucial to prioritize transparency, accountability, and inclusivity in AI development and deployment.In conclusion, AI is a powerful tool that has the potential to transform society for the better. Its ability to process information, learn, and adapt makes it a valuable asset in fields like healthcare, transportation, and education. However, it is essential to approach AI with caution and humility, recognizing its limitations and guiding its development with ethical principles. By doing so, we can harness the power of AI to create a more efficient, sustainable, and equitable world.**人工智能的本质：进步的工具**在科技迅速发展的世界中，人工智能（AI）已成为无所不在的力量，塑造着我们的生活方式、工作方式和互动方式。

ai is a tool英语作文

ai is a tool英语作文The Role of AI as a Tool.In today's world, artificial intelligence (AI) has become an integral part of our daily lives, revolutionizing the way we interact with technology and each other. AI, being a tool, has the potential to either enhance or hinder our progress, depending on how it is utilized. This essay delves into the multifaceted nature of AI as a tool, exploring its benefits, challenges, ethical implications, and future prospects.Benefits of AI as a Tool.Firstly, AI has brought remarkable advancements in various fields. In the medical sector, AI algorithms assist in diagnosing diseases more accurately and efficiently than human doctors. By analyzing vast amounts of data, AI can detect patterns and trends that might be missed by human experts. This not only improves patient outcomes but alsoreduces the workload on healthcare professionals.Moreover, AI has transformed the way we learn and educate. Adaptive learning platforms use AI to personalize the learning experience for students, identifying their strengths and weaknesses and providing tailored content accordingly. This not only makes learning more engaging but also more effective, as students can focus on areas that need improvement.In the realm of business and industry, AI has revolutionized production processes. Automation using AI has increased efficiency, reduced waste, and enabled companies to scale their operations quickly. AI-powered analytics provide insights into consumer behavior and market trends, helping businesses make informed decisions and stay ahead of the competition.Challenges and Ethical Implications of AI.However, despite its benefits, AI also poses some challenges and ethical dilemmas. One of the major concernsis the displacement of human jobs by machines. As AI and automation become more widespread, many jobs that were traditionally done by humans are now being performed by machines. This can lead to significant job losses and economic displacement, especially in sectors like manufacturing and customer service.Another ethical concern is the potential for AI to be biased. If the data used to train AI systems is itself biased, the resulting algorithms will inherit those biases. This can lead to unfair outcomes in areas like hiring, law enforcement, and healthcare, where AI systems make decisions that impact people's lives.Additionally, there are concerns about the privacy and security of data used by AI systems. As AI becomes more pervasive, so does the amount of personal data it collects and processes. This raises questions about who has access to this data, how it is used, and whether it is being protected from unauthorized access.Future Prospects of AI as a Tool.Looking ahead, the potential of AI as a tool is immense. With advances in technology and increasing amounts of data, AI systems will become more intelligent, more autonomous, and more capable of performing complex tasks. This could lead to further advancements in areas like healthcare, education, transportation, and even entertainment.However, it is crucial that we approach the development and deployment of AI responsibly. We need to ensure that AI systems are designed with ethics and fairness at their core, minimizing the potential for harm and maximizing the potential for benefit. We also need to invest in educating and training the workforce to adapt to the changing job market and take advantage of the opportunities provided by AI.In conclusion, AI as a tool has the potential to transform our world in profound ways. It has the ability to improve our lives in areas like healthcare, education, and business, but it also poses challenges and ethical dilemmas that need to be addressed. As we move forward into thefuture, it is important that we approach AI with a balanced perspective, recognizing its potential benefits while also being mindful of its potential downsides. By doing so, we can harness the power of AI to create a better, more equitable, and more sustainable world.。

依赖电脑的英语作文

In the modern era,the reliance on computers has become an integral part of our daily lives,and this is especially true when it comes to writing in English.Here are some points to consider when discussing the dependence on computers for English composition:1.Ease of Writing:Computers have made the process of writing much easier.With word processors,you can type quickly,make revisions,and format your document with ease.2.Spell Check and Grammar Assistance:These tools are invaluable for nonnative English speakers or anyone looking to polish their writing.They help to correct spelling mistakes and grammatical errors,ensuring that the final product is professional and errorfree.3.Research Capabilities:The internet provides a wealth of information at our fingertips. When writing an essay,you can quickly search for relevant information,quotes,and statistics to support your arguments.4.Collaboration Tools:Online platforms allow for collaborative writing,where multiple people can work on a document simultaneously.This is particularly useful for group projects or when seeking feedback from peers.5.Accessibility:Documents can be easily shared and accessed from any device with an internet connection.This makes it convenient for students to work on assignments from home or for teachers to review work remotely.6.Plagiarism Detection:Many writing tools now include features that can detect plagiarism,helping to ensure academic integrity and originality in written work.7.Visual Aids:Computers make it simple to incorporate visual elements such as graphs, charts,and images into your writing.These can help to illustrate points more effectively than text alone.8.Learning Curve:While computers offer many benefits,there is a learning curve associated with mastering various writing and editing tools.Students must invest time in learning how to use these programs effectively.9.Overreliance:There is a risk of becoming overly dependent on technology,which can lead to a lack of development in traditional writing skills,such as handwriting and penmanship.10.Digital Divide:Not everyone has equal access to computers and the internet,whichcan create disparities in educational opportunities and the ability to produce polished written work.11.Environmental Impact:The increased use of computers and printing can have environmental implications,such as increased energy consumption and paper waste.12.Security Concerns:Storing and sharing documents digitally comes with the risk of data breaches and unauthorized access to your work.In conclusion,while computers have revolutionized the way we write and present our English compositions,it is important to maintain a balance between leveraging technology and developing fundamental writing skills.Additionally,being aware of the potential drawbacks and taking steps to mitigate them can help ensure a positive writing experience.。

关于idea软件的英语文章

关于idea软件的英语文章The Power of Idea SoftwareIntroduction:In today's fast-paced world, creativity and innovation are key drivers of success in any industry. Whether you are a designer, a marketer, a researcher, or just someone with a passion for new ideas, having the right tools at your disposal can make all the difference. This is where idea software comes in.What is Idea Software?Idea software is a powerful tool that helps individuals and teams generate, organize, and develop new ideas. From brainstorming sessions to project management, idea software provides a platform for collaboration and innovation.Benefits of Idea Software:1. Creativity: Idea software helps stimulate creativity by providing a platform for brainstorming and idea generation. With features like mind mapping and visual boards, users can easily connect disparate thoughts and come up with creative solutions.2. Collaboration: Idea software enables teams to collaborate in real-time, regardless of their physical location. This allows for seamless communication and idea sharing, leading to more innovative solutions.3. Organization: Keeping track of ideas can be a challenge, especially when working on multiple projects. Idea software provides a centralized platform for organizing and categorizing ideas, making it easy to find and reference them later.4. Productivity: By streamlining the idea generation and development process, idea software helps increase productivity and efficiency. With features like task management and progress tracking, users can stay focused on bringing their ideas to fruition.5. Data-driven decisions: Idea software allows users to collect and analyze data related to their ideas, helping them make informed decisions. By leveraging analytics and reporting tools, users can identify trends, patterns, and opportunities for improvement.Examples of Idea Software:1. MindMeister: A popular mind mapping tool that helps users visually organize their thoughts and ideas.2. Trello: A project management tool that allows users to create boards, lists, and cards to track the progress of their ideas.3. Ideaflip: A collaborative tool that enables teams to brainstorm, capture, and organize ideas in real-time.Conclusion:In conclusion, idea software is a valuable tool for anyone looking to boost their creativity, collaboration, and productivity. By harnessing the power of idea software, individuals and teams can unlock their full potential and achieve great results. So why wait? Start exploring the world of idea software today and take your ideas to the next level.。

济南中考英语作文解读题

As a high school student, Ive always been intrigued by the intricacies of language, especially when it comes to the English language. The English language, with its rich vocabulary and nuanced expressions, has always been a subject of fascination for me. One of the most challenging yet rewarding aspects of learning English is the composition writing, particularly the essay questions that appear in exams like the Jinan Middle School Exam.The Jinan Middle School Exam, known for its rigorous standards, includes an English composition section that tests students ability to express themselves in writing. The essay questions often require us to interpret a given topic and present our thoughts in a coherent and compelling manner. This years exam was no exception, and the essay question was particularly thoughtprovoking.The topic was about The Role of Technology in Modern Education. It was a broad subject that allowed for a wide range of interpretations. I decided to focus on how technology has revolutionized the way we learn and interact with educational content. I began my essay by acknowledging the rapid advancements in technology and how they have permeated every aspect of our lives, including education.I then moved on to discuss the various ways in which technology has transformed the educational landscape. I mentioned the advent of online learning platforms, which have made education more accessible to students around the world. I also touched upon the use of interactive tools and software that make learning more engaging and personalized.However, I didnt shy away from addressing the potential drawbacks of relying too heavily on technology in education. I pointed out that while technology can enhance learning, it should not replace the human element in education. Teachers play a crucial role in guiding and nurturing students, and this cannot be replicated by machines.To support my arguments, I cited examples of how technology has been successfully integrated into educational systems, such as the use of virtual reality in science labs or the implementation of adaptive learning software that adjusts to a students pace of learning. I also mentioned studies that have shown improvements in student engagement and performance when technology is used effectively in the classroom.In conclusion, I emphasized the importance of striking a balance between traditional teaching methods and the use of technology. I argued that while technology can be a powerful tool in education, it should be used to complement and enhance the learning experience, rather than replace the human touch.Writing this essay was a challenging yet enlightening experience. It forced me to think critically about the role of technology in education and articulate my thoughts in a clear and persuasive manner. It also highlighted the importance of being able to express oneself effectively in writing, a skill that is invaluable in both academic and professional settings.In reflecting on the essay question, I realized that it was not just aboutdiscussing the impact of technology on education, but also about considering the broader implications of technological advancements on society. It was a reminder that as we embrace new technologies, we must also be mindful of their potential consequences and strive to use them responsibly and ethically.Overall, the essay question in the Jinan Middle School Exam was a testament to the importance of critical thinking and effective communication in the English language. It was a valuable learning experience that has deepened my understanding of the subject and inspired me to continue exploring the complexities of language and communication.。

个人工作计划最好的软件

个人工作计划最好的软件Introduction:In today's fast-paced and demanding work environment, having an effective and efficient work plan is crucial for individual success. With advancements in technology, there are countless software options available to help professionals manage their workload and stay organized. This article aims to explore and analyze the best software tools for personal work planning, with a focus on their features, usability, and potential benefits.Section 1: Criteria for Evaluating Personal Work Plan SoftwareTo ensure a fair and comprehensive assessment, certain criteria need to be established. The following factors will be considered when reviewing each software:1. Ease of use: How user-friendly is the software? Can it be easily navigated and understood by individuals with varying technological expertise?2. Features: What features does the software offer for creating and managing work plans? Can it prioritize tasks, set reminders, and integrate with other productivity tools?3. Customization: Is the software flexible enough to adapt to individual work styles and align with specific goals and objectives?4. Collaboration capabilities: Does the software enable team collaboration, sharing, and tracking of work plans?5. Integration: Can the software integrate with other productivity tools such as calendars, project management software, and communication platforms?Section 2: Top Personal Work Plan SoftwareIn this section, we will discuss the top personal work plan software options available, each analyzed based on the established criteria.1. Trello- Ease of use: Trello boasts a simple and intuitive interface that allows users to create boards, lists, and cards to organize and prioritize tasks. It is easily accessible by individuals of all technological backgrounds.- Features: Trello provides task management features, including due dates, checklists, labels, and attachments. It also allows users to collaborate in real-time, add comments, and track progress.- Customization: Trello offers customization options such as color-coding, card templates, and the ability to organize tasks into categories. This customization feature enables users to adapt Trello to their specific work styles.- Collaboration: Trello facilitates collaboration through features such as assigning tasks to team members, sharing boards, and adding comments. However, advanced collaboration features may require a paid subscription.- Integration: Trello integrates with numerous productivity tools, including Google Drive, Slack, and calendar applications, allowing for seamless workflow management.2. Asana- Ease of use: Asana provides a user-friendly interface with a clean design. It offers both a list view and a Kanban-style board to suit different work preferences.- Features: Asana offers features such as due dates, subtasks, recurring tasks, and dependencies. It also allows users to create project timelines, set milestones, and track progress through visual dashboards.- Customization: Asana allows users to customize projects, tasks, and sections with various fields, colors, and tags. This customization feature enables individuals to tailor Asana to their specific needs.- Collaboration: Asana promotes collaboration through features such as assigning tasks to team members, commenting, and sharing project updates. It also offers a team inbox for centralized communication.- Integration: Asana integrates with popular productivity tools like Microsoft Teams, Slack, and Google Calendar. This integration enhances work plan management by syncing data across platforms.3. Microsoft Planner- Ease of use: Microsoft Planner presents a clean and familiar interface for users familiar with Microsoft products. Its design resembles other Office 365 applications, making it easy to navigate.- Features: Microsoft Planner offers task boards, assigned tasks, due dates, checklists, and progress tracking. It also includes an integrated chat feature for real-time communication.- Customization: While Microsoft Planner may lack the extensive customization options of other software, it provides basic customization features such as labels, categories, and file attachments.- Collaboration: Microsoft Planner enables collaboration through task assignments, file sharing, and real-time chat. It also provides a unified view of team tasks and timelines.- Integration: Microsoft Planner seamlessly integrates with other Office 365 applications such as Outlook, SharePoint, and Teams. This integration streamlines work plan management within the Microsoft ecosystem.Section 3: Conclusion and RecommendationsBased on the analysis above, each of the discussed personal work plan software options offers unique benefits and features. The choice of software ultimately depends on individual needs, preferences, and existing technology ecosystems.For individuals seeking simplicity and flexibility, Trello may be the ideal choice, with its intuitive interface and customizable boards. Asana, on the other hand, is recommended for individuals looking for robust features, visual project management capabilities, and extensive integration options. Finally, Microsoft Planner is suitable for those already integrated into the Microsoft Office 365 suite.Regardless of the software chosen, it is essential to invest time in understanding the features, experimenting with different functionalities, and tailoring the software to one's specific work style. With the right personal work plan software, individuals can optimize productivity, stay organized, and achieve their desired goals and objectives.。

创智筑新基的英语作文

Innovation and creativity are the cornerstones of modern society,driving progress and shaping the future.The concept of Chuangzhi Zhu Xinji,which can be loosely translated as building a new foundation with wisdom and innovation,encapsulates the essence of this forwardthinking approach.The Role of Innovation in SocietyInnovation is the lifeblood of any thriving society.It is the force that propels us from the mundane to the extraordinary,enabling us to solve complex problems and improve the quality of life.From the invention of the wheel to the development of the internet,each leap in innovation has marked a significant shift in human progress.The Importance of CreativityCreativity is the spark that ignites innovation.It is the ability to think beyond the conventional,to envision new possibilities,and to bring fresh ideas to life.In a world that is constantly evolving,creativity is essential for adapting to change and for staying ahead of the curve.Building a New FoundationTo build a new foundation with wisdom and innovation,we must foster an environment that encourages and supports both.This involves investing in education that promotes critical thinking and problemsolving skills,creating spaces where ideas can be freely exchanged,and nurturing a culture that values and rewards innovation.The Impact of TechnologyTechnology plays a pivotal role in this endeavor.It is a tool that amplifies our creative capabilities,allowing us to design,test,and implement new ideas at an unprecedented pace.From artificial intelligence to biotechnology,the potential for innovation is vast and everexpanding.The Role of CollaborationCollaboration is key to building a strong foundation.By working together,we can pool our collective knowledge,skills,and resources to tackle the challenges that lie ahead.跨界合作,or crossdisciplinary collaboration,is particularly powerful,as it brings together diverse perspectives and expertise.Sustainability and EthicsAs we build this new foundation,it is crucial to consider sustainability and ethics. Innovation should not come at the expense of our environment or our social wellbeing. We must strive for solutions that are not only innovative but also responsible and equitable.Encouraging a Culture of InnovationTo truly embrace the concept of Chuangzhi Zhu Xinji,we must cultivate a culture that values innovation.This means celebrating the successes of innovators,learning from failures,and providing the support necessary for individuals and organizations to take risks and explore new ideas.The Future of InnovationThe future of innovation is bright,but it requires our active participation.By committing to a path of continuous learning,exploration,and creativity,we can build a new foundation that is strong,adaptable,and capable of supporting the dreams and aspirations of generations to come.In conclusion,Chuangzhi Zhu Xinji is more than just a phrase it is a call to action.It is a reminder that the future is ours to shape,and that with wisdom,creativity,and innovation, we can build a world that is better for all.。

我要看关于电脑的作文英语

The computer has become an integral part of modern life, transforming the way we work, learn, and communicate. In this essay, I will discuss the various aspects of computer technology and its impact on society.Firstly, computers have revolutionized the workplace. Automation and digitalization have made tasks more efficient and streamlined. Employees can now manage their schedules, communicate with colleagues, and access important documents with ease. Moreover, the use of computers has enabled remote work, allowing people to work from anywhere with an internet connection, which has been especially beneficial during the COVID19 pandemic.In the field of education, computers have become a vital tool for learning. Students can access a wealth of information online, engage in interactive learning experiences, and collaborate with peers from around the world. Online courses and digital textbooks have made education more accessible, allowing individuals to learn at their own pace and from the comfort of their homes.Computers have also transformed the way we communicate. Social media platforms, email, and instant messaging have made it easier than ever to stay connected with friends, family, and colleagues. These technologies have also facilitated the sharing of ideas and information, fostering global collaboration and understanding.However, the widespread use of computers has also raised concerns about privacy and security. Cybercrime, including hacking and identity theft, has become a significant issue in the digital age. It is essential for individuals and organizations to take precautions to protect their data and maintain online safety.In conclusion, computers have had a profound impact on various aspects of our lives. They have improved efficiency in the workplace, enhanced learning experiences, and transformed communication. While there are challenges associated with computer use, such as privacy concerns, the benefits of this technology far outweigh the drawbacks. As we continue to embrace computer technology, it is crucial to address these issues and ensure that we use computers responsibly and ethically.。

大学英语作文科技

The advancement of technology has significantly transformed the landscape of education,especially in the context of universitylevel studies.Here are several key aspects of how technology has impacted the writing of college essays:1.Research Tools:The internet has become an indispensable tool for conducting research. Students can access a vast array of resources,including academic journals,online databases,and digital libraries,which were previously only available in physical form.2.Writing Software:Applications such as grammar checkers,spell checkers,and plagiarism detection software have become standard in the writing process.These tools help students to produce errorfree and original work.3.Collaboration Platforms:Cloudbased platforms like Google Docs allow students to collaborate on essays in realtime,making it easier to share ideas,give feedback,and edit documents collectively.4.Online Tutoring and Editing Services:Students can now access professional editing and proofreading services online,which can help them refine their essays and improve their writing skills.5.Digital Submission:The submission of essays has become paperless,with students uploading their work to university portals or email.This not only saves time but also allows for instant feedback and communication between students and professors.6.Multimedia Integration:The use of multimedia elements,such as images,videos,and infographics,has become more common in essays.This enriches the content and makes the essays more engaging and visually appealing.7.Learning Management Systems LMS:Platforms like Blackboard and Moodle have become central to the educational process,providing a space for students to submit assignments,receive grades,and communicate with instructors.8.Accessibility:Technology has made it easier for students with disabilities to participate in the writing process.For example,speechtotext software can assist students with physical disabilities,and screen readers can aid visually impaired students.9.Global Perspectives:The internet has opened up opportunities for students to engage with global perspectives and resources,enriching their essays with a broader understanding of the subject matter.10.Citation Management:Tools like EndNote,Zotero,and Mendeley have simplified the process of managing citations and creating bibliographies,ensuring that students adhere to academic integrity standards.11.Virtual Writing Workshops:Online workshops and webinars are available for students to improve their writing skills and learn about different writing techniques and styles.12.Data Analysis:The use of statistical software and data visualization tools has become more prevalent in essays that require the interpretation of data and quantitative analysis.13.Mobile Writing:With the rise of smartphones and tablets,students can now write and edit their essays on the go,making the writing process more flexible and convenient. 14.Peer Review:Online platforms facilitate peer review processes,where students can share drafts and receive constructive feedback from their classmates.15.Online Resources:There are countless online resources,such as academic blogs, writing guides,and educational videos,that provide students with tips and strategies for writing successful essays.The integration of technology in the writing of university essays has not only made the process more efficient but has also expanded the scope of what can be achieved in terms of research,collaboration,and presentation.As technology continues to evolve,it is likely that even more innovative tools and methods will emerge to further enhance the academic writing experience.。

科技对英语有影响吗作文

Technology has undoubtedly had a profound impact on the English language, transforming the way we communicate, learn, and even think about the language itself. Here are some of the key ways in which technology has influenced English:1. Global Communication: The internet has made it possible for people from different parts of the world to communicate in English, which has led to a more globalized version of the language. This has resulted in the creation of new words and phrases that are understood internationally.2. Language Learning Tools: Technology has provided a plethora of tools to learn English more efficiently. Apps, online courses, and language learning software have made it easier for nonnative speakers to acquire English skills at their own pace.3. Spell Check and Grammar Tools: The advent of spell checkers and grammar correction tools has changed the way we write in English. These tools help to correct mistakes instantly, which has improved the overall quality of written communication.4. Texting and Social Media: The rise of texting and social media has led to the development of a new form of English known as text speak or net lingo. This includes the use of abbreviations, acronyms, and emojis to convey messages quickly and informally.5. Machine Translation: Machine translation services have made it easier to translate English into other languages and vice versa. While these services are not perfect, they have significantly improved over time and have facilitated communication across language barriers.6. Voice Recognition: Voice recognition technology has allowed for handsfree communication in English. This has been particularly useful for people with disabilities and has also been integrated into various devices, making it easier to dictate messages or commands.7. Artificial Intelligence: AI is being used to develop chatbots and virtual assistants that can understand and respond in English. This is pushing the boundaries of how we interact with technology in the language.8. Online Dictionaries and Thesauruses: Access to online dictionaries and thesauruses has made it easier to find the right word or phrase in English, enriching our vocabulary and understanding of the language.9. EBooks and Digital Content: The shift from physical books to ebooks and digitalcontent has made English literature and resources more accessible to a wider audience.10. Cultural Exchange: Technology has facilitated the sharing of cultural content in English, leading to a greater appreciation and understanding of different cultures around the world.In conclusion, technology has not only made English more accessible but has also influenced its evolution, making it a dynamic and everchanging language that continues to adapt to the needs of its global users.。

1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。

A Tool to Support Collaboration inElectronic Paper PrototypingCommunications & Computing Research CentreSheffield Hallam UniversitySheffield, S1 1WB, UK{a.naghsh, a.m.dearden}@,Tel: +44 (0)114 225 3195ABSTRACTThis demonstration presents Gabbeh, a prototype that we have developed to integrate pen-based electronic prototyping media within a framework of participatory design practice. The main purpose of this tool is to discover to what extent an electronic paper prototyping tool could facilitate computer supported collaboration in the early stages of development process of interactive systems.Recent years have seen the rapid development of new interaction devices in which a display screen is combined with pen-based input to allow users to create sketches or hand-written notes in an interaction that is similar to writing with a pen on paper. Research with such devices has shown how this capability can be used to rapidly create simple prototypes of interactive systems, such as websites. Such devices developed to date are designed in a way that facilitates only one of the stakeholder groups' work (e.g. designers) and they don't usually support equal opportunity in designing interactive systems for members of different stakeholder groups (i.e. users, analysts, designers, developers, project managers).KeywordsInteractive system design, paper prototyping, collaborative design, Gabbeh, Denim and CSCW.1.INTRODUCTIONIt is generally accepted that user participation is central to the successful design of an interactive system. Enabling users to envisage or make sense of design proposals (whether those proposals originate with ‘professional designers’ or from the users themselves) is an essential element of all participatory approaches to design. Users can only make informed choices when the proposals being discussed are meaningful to them. Prototyping is one popular method of helping users (and designers) to understand possible alternatives.To encourage user participation in the design process, the use of pencil and paper as an established participatory approach for designing interactive systems has been suggested [2], [7]. Whilst paper-prototyping has many advantages in promoting user participation, it also has some limitations. In particular:•lack of an explicit representation of the navigational structure could make it difficult for users to understand and revise the dynamic behaviour of paper prototypes [8];•it is difficult to review a paper-prototype when users and designers are not able to arrange a face-to-face meeting; and •paper-prototypes may be difficult to relate to other representations being used within design, such as detailed specifications of behaviour and functionality.As pen-based interaction devices have become more widely available, some software systems provide support for penbased interaction in interactive systems design. Examples include SILK and DENIM [4], [5] and Freeform [6]. These systems might be described as supporting a form of ‘electronic-paper prototyping’. Such approaches overcome some of the limitations of paper-prototyping. In particular, these systems can make the dynamic behaviour of the proposed system easier for users to perceive and can permit the prototype to be distributed electronically.2.DENIMDENIM [5] is a sketching tool for designing web-sites. DENIM is usually run on a graphics tablet such as a TabletPC or a Wacom Cintiq. In DENIM users can sketch out the overall structure of a site (a collection of pages); sketch the contents of the pages as a set of ‘scribbles’; define hyperlinks from scribbles in one page to another page; and then execute the resulting hypertext in a reduced functionality browser.3.ENHANCING PARTICIPATIONTo investigate the practice of using paper prototyping and DENIM a number of informal design sessions and a case-study were conducted. The case-study was conducted on designing a simple Student Marks program. The program was designed to allow users to assign students to a course module and allocate a mark to each student.The results of our studies showed a major difference between DENIM and using a paper prototype is the limited support for communication of findings. In paper prototyping, post-it notes and hand written comments in form of scribbles can be used to indicate reasons for particular design choices, critiques of particular elements, or indications that further work is required or planned.Amir M NaghshAndy DeardenThe lack of the ability to annotate the design may severely limit the ability of Denim to support communication between different stakeholders in the design process. Denim does not permit users or other stakeholders to give feedback directly through the medium of the prototype. Instead, any comment or feedback must be held separately (for example in an audio recording or minutes of the meeting), resulting in a difficulty in identifying the items to which any comments refers. This problem will be particularly acute if some stakeholders are not co-located with designers. By limiting the opportunity for users and other stakeholders to communicate with the designers by reference to the prototype, electronic prototyping systems such as Denim appear to have overlooked one of the primary benefits of paper-prototype. 4.GABBEHGabbeh is a prototype tool that extends the capabilities of existing tools by supporting dialogues between different designers, or between designers and other stakeholders. The core innovation in Gabbeh is in allowing users to add arbitrary comments either when the system is being designed, or when the prototype is been executed. Gabbeh is developed as an extension of Denim environment.The current version of Gabbeh allows different stakeholder to add comments in the ‘design view’ from initial exploration phase of design. To promote user participation in using secondary notations, Gabbeh allows users to add arbitrary scribbles (free-hand notes) to a comment using a similar free-hand writing tool as is used to create elements in a web page.A comment in Gabbeh can be associated with any arbitrary number of design components. It is important as it will allow different stakeholders in evaluation to give feedback at any component of a design.Comments are given a background colour. This is intended to allow development teams to distinguish between different types of comments, or perhaps between comments from different speakers. The usage is left open deliberately to provide flexibility.In the evaluation phase different stakeholders may execute Gabbeh using a limited functionality browser to review the design. Gabbeh allows users to view and add comments while they are reviewing the design in ‘run mode’. This functionality is intended to allow stakeholders to give feedback through the prototyping media. Viewing and recording such dialogues among different stakeholders during the execution of the model promote user participation in evaluating the prototype. Also, it would support the communication when stakeholders are not located in the same site.5.NEXT STEPGabbeh is at an early stage of prototyping. The design concepts have been developed from discussions with designers of websites, desktop applications and video games. Further enhancement will include being able to add comments in ‘run mode’ in more detailed level than a page level. This will expand the scope of user's feedback in design evaluation. Also being able to introduce comments on transitions, as well as being able to import images of existing applications so that the tool can be used to support design evolution and redesign.At the time of writing, the basic functionality has been completed, and we are conducting an empirical study to evaluate Gabbeh. We are interested to discover to what extent Gabbeh facilitates the communication and collaboration among different stakeholders during the design process.6.ACKNOWLEDGMENTSWe would like to thank the Group for User Interaction Research of the University of Berkeley for releasing DENIM under an open-source licence without which this work would not have been possible. This work is supported by EPSRC grant number GR/R87918.7.REFERENCES[1]Dearden, A. M., Naghsh, A. M., Ozcan, M. B., 2004."Support for participation in electronic paper prototyping."18th Participatory Design Conference 2004, University ofToronto, Canada, July 27-31, 2004, pp 105-108.[2]Ehn, P. & Kyng, M., 1991. Cardboard Computers: Mocking-it-up or Hands-on the Future. In, Greenbaum, J. & Kyng, M.(Eds.) Design at Work, pp. 169 – 196. Hillsdale, New Jersey: Laurence Erlbaum Associates.[3]Green, T. & Blackwell, A. 1998. Cognitive Dimensions, ATutorial. Available at:/~afb21/CognitiveDimensions [4]Landay, J., 1996. Interactive Sketching for the Early Stagesof User Interface Design. Technical Report CMU-CS-96-201, Carnegie Mellon University, Pittsburgh, PA. 1996. [5]Lin, J., Thomsen, M & Landay, J., 2002. "A VisualLanguage for Sketching Large and Complex InteractiveDesigns." Proceedings of CHI 2002. CHI Letters 4(1): pp.307-314[6]Plimmer, B. & Apperley, M., 2003. FreeForm: A tool forsketching form designs. In Gray, P., Johnson, H. & O’Neill,E (Eds.) Proceedings of HCI 2003, Volume 2. ResearchPress International, Bristol, UK. pp. 183 – 186.[7]Preece, J., Sharp, H. & Rogers, Y., 2002. Interaction Design.John Wiley & Sons.[8]O'Neill, E., Johnson, P. & Johnson, H., 1999.Representations and user-developer interaction incooperative analysis and design, Human-ComputerInteraction, 14 (1 & 2), pp. 43 – 91.。