A Scheme for Agent Collaboration in Open Multiagent Environments

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方案策划英文

方案策划英文

方案策划英文Scheme PlanningIntroduction:In today's globalized and competitive business environment, effective scheme planning plays a crucial role in the success and growth of any organization. Scheme planning refers to the strategic process of developing and implementing plans that aim to achieve specific goals and objectives. This article aims to provide a comprehensive overview of scheme planning, its importance, and the key steps involved in the process.Section 1: Understanding Scheme PlanningScheme planning is a systematic approach that enables organizations to analyze their current situation, identify opportunities and challenges, and develop strategies to achieve desired outcomes. It involves the coordination of various activities, resources, and stakeholders to ensure the successful execution of the scheme.Section 2: Importance of Scheme PlanningScheme planning is essential for several reasons. Firstly, it helps organizations set clear goals and objectives, providing a clear direction for all stakeholders. It also enables efficient resource allocation, ensuring that resources are allocated optimally to achieve the desired outcomes. Additionally, scheme planning helps organizations anticipate and mitigate potential risks, promoting risk management and minimizing uncertainties.Furthermore, scheme planning facilitates effective decision-making by providing a framework for evaluating alternative courses of action.Section 3: Key Steps in Scheme Planning1. Situation Analysis: The first step in scheme planning is to conduct a detailed analysis of the organization's internal and external environment. This includes examining the market trends, competitors, customer preferences, and internal strengths and weaknesses.2. Goal Setting: Based on the situation analysis, organizations need to define clear and specific goals and objectives that align with their overall mission and vision. These goals should be measurable and achievable within a specific timeframe.3. Strategy Development: Once the goals are established, organizations need to develop strategies to achieve them. This involves generating alternative courses of action, evaluating their feasibility, and selecting the most appropriate strategy.4. Implementation Plan: After selecting the strategy, organizations need to develop a detailed action plan. This plan outlines the specific activities, timelines, responsibilities, and resources required to implement the scheme effectively.5. Monitoring and Evaluation: Continuous monitoring and evaluation are crucial to ensure the success of the scheme. Organizations should regularly assess the progress towards achieving the goals, identify any deviations, and take corrective actions if necessary.Section 4: Best Practices in Scheme Planning1. Involving Stakeholders: Engaging relevant stakeholders, such as employees, customers, and partners, throughout the scheme planning process can garner valuable insights and maximize support for the scheme.2. Flexibility and Adaptability: Scheme planning should be flexible enough to adjust to changing market conditions and organizational needs. A rigid plan may become obsolete and hinder the achievement of goals.3. Collaboration and Communication: Effective collaboration and communication among team members and stakeholders are essential for successful scheme planning. Regular updates, feedback, and clear communication channels facilitate smooth execution of the scheme.4. Tracking Performance: Organizations should establish performance metrics and key performance indicators (KPIs) to track and evaluate progress. This enables them to identify any gaps and make timely adjustments if needed.Conclusion:Scheme planning is a critical process that enables organizations to articulate their goals, develop effective strategies, and execute plans to achieve desired outcomes. By following the key steps outlined in this article and adopting best practices, organizations can enhance their scheme planning efforts and increase the likelihood of success in a competitive business landscape.。

AGENT-BASED, COLLABORATIVE IMAGE PROCESSING IN A DISTRIBUTED ENVIRONMENT

AGENT-BASED, COLLABORATIVE IMAGE PROCESSING IN A DISTRIBUTED ENVIRONMENT

AGENT-BASED,COLLABORATIVE IMAGE PROCESSING IN A DISTRIBUTEDENVIRONMENTJames J.Nolan,Arun K.Sood,Robert SimonCenter for Image AnalysisDepartment of Computer ScienceGeorge Mason UniversityFairfax,V A USA{jnolan,asood,simon}@ABSTRACTThis paper introduces a scalable,¤exible agent-based ar-chitecture for collaborative image processing.This archi-tecture supports collaboration and reuse by de£ning a set of£ne-grained image processing agents and a combined knowledge encoding and Agent Communication Language called I-XML.Scalability and reuse are achieved by em-ploying a collaborative communication structure.Agents do not communicate directly;rather,collaboration and reuse goes through a shared page space that stores I-XML pages. We show how this approach simpli£es system design and fa-cilitates collaboration and information sharing among area experts.This architecture is speci£cally designed to allow agents to answer open-ended queries,such as”what is the current situation at the border between two countries.”The credi-bility of answers to such a question is aggregated using a methodology based on the Dempster-Shafer Theory of Ev-idence.We have implemented this architecture in a Java environment using Jini middleware.We believe the result-ing system demonstrates the effectiveness of our approach in constructing large-scale query-driven image processing systems.1.INTRODUCTIONPrevious architectures for large-scale image processing of space-borne,remotely sensed imagery have either been mono-lithic and stand-alone[1]or in the client-server paradigm [2].Such systems are used in the intelligence gathering, cartography,and resource management domains.It is typi-cal for these systems to process hundreds of images per day that each range from100Mb to several gigabytes in size.Expected increases in the amount of space-based remotely-sensed image data[3,4]require new image processing soft-ware architectures to be developed to meet this demand.We This work is supported by the National Imagery&Mapping Agency.have designed an agent-based architecture that addresses this acknowledged problem through two approaches:¤ex-ibility and collaboration.Our architecture is¤exible in the sense that it allows for new image processing functions or new computing resources to be easily inserted into the sys-tem.Additionally,our architecture allows for agents to take advantage of computing resources distributed throughout the network based on a decision process executed at run-time.Our architecture de£nes a collaborative model that is necessary to answer complex queries that are found in im-age analysis.Such a architecture is required for several reasons.First, the required resources to answer a particular request or query are not always known in advance.Second,time-sensitive image processing systems need to be able to scale up to sup-port widely distributed collaborators and information repos-itories.Third,queries posed to image processing systems don’t always have single,or even clearly de£ned answers.This architecture,called the Agent-based Imagery and Geospatial processing Architecture(AIGA),encapsulates image processing functionality in agent form,allows for collaboration among agents through an Agent Communica-tion Language called I-XML,promotes distributed process-ing through agent mobility,encourages knowledge reuse through a shared knowledge repository,and introduces an information fusion concept through the use of agent collab-oration.2.THE AIGA ARCHITECTUREThe AIGA architecture can be decomposed into£ve ba-sic components:Agents,the Collaboration Switch,Loca-tions,the I-XML Page Space,and I-XML Pages.A logi-cal view of the architecture can be seen in Figure1.The components are query driven,triggered by a query such as ”Perform change detection over Washington,DC between January2000and January2001”.This query is parsed byFig.1.AIGA Architectural Diagramthe Collaboration Switch,and Agents are then deployed for processing.In the following sections,we discuss the com-ponents of the architecture in detail.2.1.I-XML PagesBefore we can discuss the other components in the the sys-tem,we must discuss the concept of I-XML pages.These pages serve two purposes:1)they describe agent capabili-ties,and2)they serve as a way for agents to communicate with one another.2.1.1.Agent DescriptionImage processing services are fundamentally composed of: a name,a required and/or optional set of parameters,input data types,and output data types.In addition,there may be other descriptive information such as the service creator, or documentation on the service.For example,to perform change detection,the name of the operation is”Change De-tection”,the parameters are a start and end date,and the number of inputs is2.An example of this service descrip-tion,used to describe a service as it becomes available on the network,is shown in an I-XML fragment in Figure2.2.1.2.Agent CommunicationIn addition to describing services,I-XML allows the assem-bling of an answer to a speci£c query through agent com-munication.This page consists of a Query,a Baseline Rep-resentation,Computational Steps,Processing Strategy,and Results of processing.The page is constantly updated as agents determine results.<aiga:Service><aiga:name>Change Detection</aiga:name><aiga:creator>George Mason University</aiga:creator><aiga:Parameter><aiga:ParamaterName>StartDate</aiga:ParameterName><aiga:ParamaterType>Date</aiga:ParameterType></aiga:Parameter><aiga:Parameter><aiga:ParamaterName>EndDate</aiga:ParameterName><aiga:ParamaterType>Date</aiga:ParameterType></aiga:Parameter><aiga:InputDataType>Image</aiga:InputDataType><aiga:NumInputs>2</aiga:NumInputs><aiga:NumOutputs>1</aiga:NumOutputs></aiga:Service>Fig.2.Example Service DescriptionThe Query section represents a question that an analyst wishes to have answered.The Baseline Representation contains information about the geographic location of the query.For example,this may include a bounding rectangle of the region of interest or a place name such as a country or city.The Computational Steps represent the steps nec-essary to answer the query.For example,in the Change De-tection example,the steps would include:image retrieval, image registration,and£nally,change detection.This is es-sentially a listing of the steps required to determine the re-sultant information,however this list has not been optimized to take advantage of any parallel processing opportunities. The Processing Strategy re£nes the Computational Steps into an optimal processing graph,which is the exact seriesof steps required to minimize the time required to complete the task.This includes identifying opportunities for paral-lelism,essentially determining independent steps that can be executed simultaneously.The Results tag represents any outputs of services that may help to answer the query.As the query is executed and results are returned from agents, the Results tag is updated with information that may include references to intermediate processing results as well as the £nal answer to the query.2.2.Functional AgentsAIGA is essentially comprised of three classes of functional agents:Agents that provide image processing services,agents that provide an interface between a user and the system,and agents that allow access to a data repositories available on the network.Image processing agents are capable of locating,index-ing,processing and transmitting imagery data.These agents represent core image processing services,such as image convolution or fourier transform.By taking£ne-grained ap-proach to our agent architecture,we allow for these agents to be composed into higher-level services that solve larger problems,as in our change detection example.This exam-ple requires the interaction of several agents:an image re-trieval agent,an image registration agent to position the two images relative to one another,and£nally a change detec-tion agent to calculate the level of change.Data access agents provide the interface to data reposi-tories on the network.In our architecture,we have an Image Data Server and that both contains a library of data.This data server has an associated agent that provide other agents on the network with a way to retrieve and insert image data into the repository.Client interface agents act as the interface to the AIGA system.The Client agent acts as the medium between the user and the system.The client agent submits a query on a user’s behalf,listens for results to that query,and presents any results to the user.2.3.Collaboration SwitchThe Collaboration Switch(CS)serves as a resource for the other agents in the system.It provides a directory,or”yel-low pages”of other agents and locations available on the network.The CS yellow page also has a list of I-XML pages that can be of interest to current and future users be-cause they encode computational steps or processing strate-gies that may be of interest.The CS also provides a”white page”listing of AIGA users and active collaboration ers are identi£ed by their associated client agents, and the current state of an active collaborative session is encoded as an I-XML page.In addition,the CS is respon-sible for distributing agents,and aggregating results to be presented back to the originator.2.4.LocationsLocations provide the physical computing space where agents may execute.The Collaboration Switch keeps track of the available locations,and their current processing load so that processing tasks are effectively distributed.These can be represented as actual or virtual computing locations.3.FUSION THROUGH AGENT COLLABORATION As the complexity of any task increases,more experts will get involved in building the answer to that task.As more experts are involved in the analysis process,it is likely that con¤icts will arise.For example,after a user attempts to answer a question,like the change detection example pre-sented earlier,it may be possible that some agents will re-turn with an answer of”YES”while some may return with an answer of”NO”.Further,if we look at a more detailed part of that question,the magnitude of the change,different agents are likely to return answers that cover a range from small to large.To resolve these con¤icts,we introduce the concept of a Result Credibility Index(RCI).Using this in-dex,agents answering the£rst part of the question would in-dicate a conclusion(YES or NO)and attach an RCI value to that conclusion.Similarly for the second part of that ques-tion the agents would categorize the result between small to large and then assign an RCI.We are implementing a methodology to aggregate the RCI from inputs from several agents.The RCI aggregation process is a component of the Collaboration Switch and pro-vides both the aggregate and the raw data from individual agents as an output.Bayesian probability approaches can be used to perform such an aggregation.However,these meth-ods require the de£nition of many a priori probabilities,and for this reason we are also considering another approach based on the Dempster-Shafer Theory of Evidence[5,6]. Such approaches have been developed for multi-source im-age classi£cation previously[7].4.KNOWLEDGE REUSEImage processing systems require that many processing tasks are used repeatedly in the analysis process.Many times,the goal of the task is very similar,with some slight change that is independent of the processing steps.For example, we have illustrated the change detection example.Now let assume that next week we are interested in answering the query”Perform change detection over New York City between January2000,and January2001?”.These two queries are very similar,with the only change being the ge-ographic location.By comparing these two queries,the Col-laboration Switch can easily suggest a set of computational steps and a processing strategy to answer the question based on a prior scenario.We have implemented a reuse approach based on I-XML pages.Prior to developing the Computational Steps and Processing Strategy for a particular task,the Collaboration Switch accesses the I-XML page space.This space is where I-XML pages can be stored,searched,and retrieved.When a new query is submitted to the system,the CS can search prior processing strategies,correlate queries,and recom-mend an approach based on discovered prior queries.This appraoch facilitates reuse,reduces computational time,and facilitates collaboration among experts.5.SUMMARYWe have presented an agent-based architecture for collabo-rative,distributed image processing.We have implemented a prototype system in Java using Jini middleware for agent mobility,Java Spaces for agent collaboration,the Java Ad-vanced Imaging API for image processing functionality,and the Xerces XML parser for I-XML page parsing.6.REFERENCES[1]C.R.Guarino,“Performance modeling of an all soft-copy image analysis and exploitation system,”in IEEE 1999International Geoscience and Remote Sensing Symposium,1999,pp.1155–1157.[2]P.Vittorini and P.DiFelice,“A java rmi-based ap-plication supporting interoperability in a gis context,”in Technology of Object-Oriented Languages and Sys-tems,1999.TOOLS31,February1999,pp.428–439.[3]A.M.Florini and Y.Dehqanzada,“Commercial satelliteimagery comes of age,”Issues in Science and Technol-ogy,Fall1999.[4]Courtney A.Stadd and Glenn H.Reynolds,“No stringsattached?commercial remote sensing companies hope that ernment policy will keep pace with the in-dustry’s rapidly expanding needs,”Imaging NOTES, vol.14,no.4,pp.20,July-August1999.[5]A.P Dempster,“Upper and lower probabilities inducedby a multi-valued mapping,”Ann.Math.Statist.,vol.38,pp.325329,1967.[6]G.Shafer,A Mathematical Theory of Evidence,,MITPress,Cambridge,1976.[7]S.Le H egarat Mascle,I.Bloch,and D.Vidal-Madjar,“Application of dempster-shafer evidence theory to un-supervised classi£cation in multisource remote sens-ing,”IEEE Trans.Geosci.Remote Sensing,vol.35,pp. 1018–1031,July1997.。

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Exploring auction mechanisms for role assignment inteams of autonomous robotsVanessa Frias-Martinez1,Elizabeth Sklar1,and Simon Parsons21Department of Computer ScienceColumbia University1214Amsterdam Avenue,New York,NY10027,USAvf2001,sklar@2Department of Computer and Information ScienceBrooklyn College,City University of New York2900Bedford Avenue,Brooklyn,NY11210,USAparsons@Abstract.We are exploring the use of auction mechanisms to assign roles withina team of agents operating in a dynamic environment.Depending on the degreeof collaboration between the agents and the specific auction policies employed,we can obtain varying combinations of role assignments that can affect both thespeed and the quality of task execution.In order to examine this extremely largeset of combinations,we have developed a theoretical framework and an envi-ronment in which to experiment and evaluate the various options in policies andlevels of collaboration.This paper describes our framework and experimentalenvironment.We present results from examining a set of representative policieswithin our test domain—a high-level simulation of the RoboCup four-leggedleague soccer environment.1IntroductionMulti agent research has recently made significant progress in constructing teams of agents that act autonomously in the pursuit of common goals[12,15].In a multi agent team,each agent can function independently or can communicate and collaborate with its teammates.When collaborating,the notion of role assignment is used as a means of distributing tasks amongst team members by associating certain tasks with particular roles.The assignment of roles can be determined a priori or can change dynamically during the course of team operation.Collaboration enables a team of agents to work together to address problems of greater complexity than those addressed by agents operating independently.In general, using multiple robots is often suggested to have several advantages over using a single robot[4,7].For example,[11]describes how a group of robots can perform a set of tasks better than a single robot.Furthermore,a team of robots can localize themselves better when they share information about their environment[7].But collaboration in a team of robots may also add undesirable delays through the communication of information between the agents.We are exploring—within dynamic,multi-robot environments—the use of auction mechanisms to assign roles to agents dynamically and the effect of different approachesto collaboration within the team.In order to evaluate this set,we have developed a theoretical framework and a simulation environment.The theoretical framework helps us to identify the space of possibilities,and the simulation environment helps us to evaluate the various degrees of collaboration.This paper begins by highlighting some background material on auctions and the use of auction mechanisms in multi agent systems.Then we describe our theoretical framework.Next we detail our experimental environment—a high-level simulation of the RoboCup Four-Legged Soccer League.We then present results of simulation experiments evaluating both collaborative and non-collaborative models of information sharing as well as various auction policies.Finally,we close with a brief discussion and directions for future work.2AuctionsFollowing Friedman[9],we can consider an auction to be a mechanism that regulates how commodities are exchanged by agents operating in a multi agent environment.An auction mechanism defines how the exchange takes place.It does this by laying down rules about what the traders can do—what messages they can exchange in an interac-tion—and rules for how the allocation of commodities is made given the actions of the traders.Auctions have been used in different environments for resource allocation, such as electronic institutions[6],distributed planning of routes[13]or assignment of roles to a set of robots to complete a common task[10].3Theoretical frameworkIn our auction,there are two types of agents:the auctioneer and the trader—a player in the RoboCup soccer game.The player makes an offer and the auctioneer’s job is to coordinate the offers from all the players and perform role assignment.There arefive main components to our model.First,we define R to be the set of possible roles:R={P A,OS,DS},where P A is a primary attacker,OS is an offensive supporter,and DS is a defensive supporter. Note that the goalie is not considered a role to be assigned in this manner,since it cannot change during the course of the game.Next,we define P to be a set of player attributes:P={d ball,d goals,d mates,d opps} where d ball contains the distance from the player(who is making the offer)to the ball;d goals contains the distance from the player to each goal;d mates contains the distance from the player to each of its teammates;and d opps contains the distance from the player to each player on the opposing team.Third,we define F to be a set of functions which define the method for sharing per-ception information between agents.This information could be shared with teammates, the auctioneer,or both.Fourth,we define M to be a matching function,the method used by the auctioneer for clearing the auction,i.e.,matching the offers with roles.In other words,the matching function captures the coordination strategy.Finally,we define an auction,A,to be:A= P,R,M,f where P⊆P and P=∅;R⊆R and R=∅; M⊆M and M=∅;and f∈F.Our work is systematically exploring the space of all possible auctions P×R×M×F.B denotes the set of possible types of offers in a particular auction,A∈A: B={r,w}where:r⊆R is a set of roles for which the player bids;w is a set of real-valued weights,one weight corresponding to each of the roles in r(a weight of0 means that the player is not interested in making an offer for the corresponding role);and f(p),p⊆P,is the mechanism by which perceptual data is used to determine r and w.To date,we have defined two different types of auctions within this framework—a simple auction[5]and a combinatorial auction[3].We can define a simple auctionb t∈B as:b t={r,w},where the role r and w are singletons(unique offer).And a combinatorial auction,is defined as:b t={(r0,r1,r2),(w0,w1,w2)}where r i and w j are ing different combinations of weights allows the agent to bid for different combinations of roles,and this makes the auction combinatorial[1].4SimRob:our Simulated Approach to a RoboCup GameWe are using RePast[14]to implement our environment.RePast allows us to build a simulation as a state machine in which all the changes to the state machine occur through a schedule.In order to model a RoboCup soccer game in RePast,we need to define the agents,the environment and the state machine that RePast will execute at each scheduled tick,i.e.,simulated time step.4.1Agent parametersThe RoboCup Four-Legged League environment has four Sony AIBO robots per team and a bright orange ball.Each one of the robotic agents is associated with an array containing the values that define their perception and localization:(x,y,φ,d ball,d goals,d opps,d mates,b ball,b goals,b opps,b mates)(1) where(x,y)are the2D coordinates of the robot on thefield3;φis the orientation of the robot4;d ball is the distance from the robot to the ball,d goals is the distance from the robot to each goal,d opps is an array containing the distance from the robot to each opponent,and d mates is an array containing the distance from the robot to each team-mate.The boolean values in the second half of equation(1)indicate if the ball has been detected by the player(b ball),if each goal has been detected by the player(b goals),if each opponent has been detected nearby(b opps)and if each teammate has been detected nearby(b mates).4.2Simulation skeletonWe use RePast in order to simulate the development of a game with the agents.At the beginning of the simulation,we define four agents(per team)and a ball in thefield.Each of the agents is defined as explained above,by means of an array as in equation (1).The simulation run in RePast can be divided into the following steps:(1a)Generation of the agent parameters In thisfirst step,we obtain the parameters of each of the agents in thefield.The localization of the robot is expressed with the coordinates(x,y)in a2Dfield.We also obtain the distances to the ball d ball,to the goal d goals and to the opponents d opps.(1b)Amount of information shared by the agents The information shared by the agents is:mingoal,a boolean variable that is true when the agent is the one closest to the goal. This variable can be defined when the agents share the variable d goals among them. maxopp is a boolean variable that is true when the agent is farthest away from the opponents in thefield.This variable can be defined when the agents share d opps.And maxball is a boolean variable that is true when the agent is farthest away from the ball. This value can be defined when the variable d ball is shared among the agents.(2a)Defining a bidding policy for the agents For each simulation tick of the game play,the agent’s bid will be the role associated by the policy being tested to the set of perceptions gathered by the agent at that simulation tick.(2b)Defining an auction policy for the auctioneer The auction is responsible for dis-tributing the roles between the agents on thefield.The auctioneer will go through the different roles in the bid until one of the roles in the array is assigned to the agent, meaning that the bid is won.(3)Game Play Once the agent-roles are defined,we have to actually simulate the joint task to be developed by the agents.As stated before,our aim is that of simulating a soccer game.The game model is very simple.Each role has a state graph that will output a certain behavior depending on the perceptions gathered by the agent:–PA B EHAVIOR:If the agent sees the goal and the ball,then it kicks the ball,other-wise it turns to look for the ball without losing track of the goal.–OS B EHAVIOR:If the ball is seen,the agent kicks it.–DS B EHAVIOR:If the ball is seen,the agent follows it in order to prevent an agent from the opposing team scoring.Finally,if a goal is scored,the robots are sent back to their initial positions and the ball randomly changes location.Then,the three step(parameter generation,auction execution and game play)simulation is run again.5ExperimentsThis section describes our experimental work to date.We have started to explore the range of possible auctions and their effect on the coordination of a team,as measured by their performance in simulated games.We have experimented with four very sim-ple types of coordination and describe policies that we have used for experimentation, chosen somewhat ad hoc.In current work,we are learning policies[8].Table1.Example non-collaborative simple(S)and combinatorial(C)auctionsBall seen Mate seen Role(C)0DS01[OS,.7,DS,.2,PA,.1]1DS01[OS,.7,DS,.2,PA,.1]0DS11[OS,.7,DS,.2,PA,.1]1OS11[OS,.7,DS,.2,PA,.1]5.1Non-collaborative simple auctionThis approach defines a team of agents that don’t share any perception data.Hence, each one relies on the information that it gathers independently of the others.The offers made by the agents follow the policy in Table1column Role(S).This shows that we have defined the agent to offer to be OS when both ball and opponent are seen.In any other case,our agent will offer to be DS.We have chosen a simple matching policy that just associates afixed role to each of the possible sets of perceptions.5.2Non-collaborative combinatorial auctionIn this case there is still no sharing of perception,but the bid now contains a vector defining the agent’s role preferences For our experiments,we have defined two differ-ent bidding policies.The offensive policy,defined in Table1,column Role(C),repre-sents a team with an attacking approach,always looking for the goal and aiming to score.The other policy is more defensive.The offensive policy assigns the array of roles[DS,.7,OS,.2,PA,.1]to each of the agents.The matching is the same as before.5.3Collaborative simple auctionIn this case,the agents share all the perception data.Hence,when defining the bids,we can also share the three variables related to the minimum and maximum distances to the ball,opponents and goal.The table defining the bidding policy is huge.In Table2,col-umn Role(S),we show a few lines to give the sense of it,but it is deliberately similar to the policy for the non-collaborative auction to give a reasonable comparison.When no elements are seen by any of the agents,the agent bids for the role DS.When everything is seen and the distances are minimum,the agents bid to be OS.The matching policy is also the same as for the non-collaborative examples.5.4Collaborative combinatorial auctionHere the bidding Table2,column Role(C),is similar to the previous one,but contains a vector of bids and weights instead of only one role,and this vector is like that for theTable2.Collaborative simple(S)and combinatorial(C)auctions Ball seen Mate seen MaxOpp Role(S) 000[DS]000[DS]......111[OS]defensive offensivebid bidnoncollab simple16–4330collab simple40–3778ticks (time)g o a l s s c o r e d(a)unique matching policy (b)non-unique matching policyFig.1.Goals scored over the course of a gamesociated with the acceptance of the bids made by an agent.The higher the ratio,the more times its bid has been accepted.In the not uniqueness experiments,we obtained very low ratios,meaning that the agents almost never won a bid,and so,the roles were distributed randomly.6Conclusions and Future workThis paper has described our preliminary work in exploring the use of auction mecha-nisms to coordinate players on a RoboCup team.While this work is only just beginning,we believe that the results demonstrate the potential of the approach to capture a wide range of types of coordination,and to be able to demonstrate their effectiveness through simulation.In addition,this approach makes it simple to explore more complex,and po-tentially more flexible,kinds of role allocation than have been previously used in the legged-league,for example [2,16].Our longterm work is to build on this foundation and explore a wide range of pos-sible auctions through simulation and on real (physical)robots.We are currently using learning techniques to automatically explore the space of auctions.We further intend to implement the most effective bidding and matching policies developed on our real Legged-League team.7AcknowlegementsThis work was made possible by funding from NSF #REC-02-19347and NSF #IIS 0329037.References1.C.Boutilier and H.H.Hoos.Bidding languages for combinatorial auctions.In Proceedingsof the17th International Joint Conference on Artificial Intelligence,pages1211–1217,San Francisco,CA,2001.Morgan Kaufmann.2.D.Cohen,Y.Hua,and P.Vernaza.The University of Pennsylvania Robocup2003LeggedSoccer Team.In Proceedings of the RoboCup Symposium,2003.3.S.de Vries and R.V binatorial auctions:A RMS Journal of Comput-ing,(to appear).4.G.Dudek,M.Jenkin,E.Emilios,and D.Wilkes.A taxonomy for multi-agent robotics.Autonomous Robots,3(4),1996.5.R.Engelbrecht-Wiggans.Auctions and bidding models:A survey.Management Science,26:119–142,1980.6.M.Esteva and J.Padget.Auctions without auctioneers:distributed auction protocols.InAgent-mediated Electronic Commerce II,LNAI1788,pages20–28.Springer-Verlag,2000.7.D.Fox,W.Burgard,H.Kruppa,and S.Thrun.Collaborative multi-robot localization.In Pro-ceedings of the23rd German Conference on Artificial Intelligence.Springer-Verlag,1999.8.V.Frias-Martinez and E.Sklar.A team-based co-evolutionary approach to multi agent learn-ing.In Proceedings of the2004AAMAS Workshop on Learning and Evolution in Agent Based Systems,2004.9.D.Friedman.The double auction institution:A survey.In D.Friedman and J.Rust,editors,The Double Auction Market:Institutions,Theories and Evidence,Santa Fe Institute Studies in the Sciences of Complexity,chapter1,pages3–25.Perseus Publishing,Cambridge,MA, 1993.10.B.Gerkey and M.Mataric.Sold!:Auction methods for multirobot coordination.IEEETransactions on Robotics and Automation,2000.11.D.Guzzoni,A.Cheyer,L.Juli,and K.Konolige.Many robots make short work.AI Maga-zine,18(1):55–64,1997.12.G.A.Kaminka,D.V.Pynadath,and M.Tambe.Monitoring deployed agent teams.In J¨o rg P.M¨u ller,Elisabeth Andre,Sandip Sen,and Claude Frasson,editors,Proceedings of the Fifth International Conference on Autonomous Agents,pages308–315.ACM Press,2001.13.T.L.Lenox,T.R.Payne,S.Hahn,M.Lewis,and K.Sycara.Agent-based aiding for indi-vidual and team planning tasks.In Proceedings of IEA2000/HFES2000Congress,2000.14.Repast..15.M.Tambe.Towardsflexible teamwork.Journal of Artificial Intelligence Research,7:83–124,1997.16.M.Veloso and S.Lenser.CMPAck-02:CMU’s Legged Robot Soccer Team.In Proceedingsof the RoboCup Symposium,2002.。

竞争与合作那个更重要英语作文

竞争与合作那个更重要英语作文

竞争与合作那个更重要英语作文Title: The Preeminence of Competition vs CooperationIn the journey of life, individuals and societies frequently encounter a pivotal question: which is more important, competition or cooperation? This essay aims to explore the significance of both concepts and provide insights into their relative importance.Competition, by nature, fosters innovation, personal growth, and efficiency. It encourages individuals to strive for excellence, pushing the boundaries of what is possible. In a competitive environment, people are motivated to develop their skills, leading to advancements in technology, science, and various fields. Moreover, competition helps to filter out the best ideas and solutions, ensuring the survival of the fittest in both business and evolution.On the other hand, cooperation is the bedrock of social cohesion and collective progress. It promotes collaboration, mutual understanding, and shared goals. Cooperation allows societies to pool resources and knowledge, leading to more effective problem-solving and greater achievements. By working together, people can overcome challenges that would be insurmountable alone. Cooperation also fosters a sense of community, trust, and empathy, which are essential for a harmonious society.However, the question of which is more important cannot beanswered with a simple either-or. Instead, a balance between competition and cooperation is crucial for optimal results. In the realm of business, for instance, competition drives companies to innovate and improve, while cooperation allows for partnerships and market expansion. Similarly, in education, competition can motivate students to excel, while cooperation ensures a supportive and inclusive learning environment.In the grand scheme of things, competition and cooperation are not mutually exclusive; they are complementary forces that shape our world. The key lies in finding the right balance and understanding the context in which each is most effective. Sometimes, a competitive spirit is necessary to challenge the status quo and break new ground. Other times, cooperation is essential to build bridges and address complex issues that affect us all.In conclusion, the debate over the importance of competition and cooperation is not a question of one versus the other, but rather how to integrate both in a way that maximizes benefits. As individuals and as a society, we must learn to harness the power of competition and cooperation to achieve our goals, foster growth, and create a better future for all.。

基于云-边协同的配电网快速供电恢复智能决策方法

基于云-边协同的配电网快速供电恢复智能决策方法

第51卷第19期电力系统保护与控制Vol.51 No.19 2023年10月1日Power System Protection and Control Oct. 1, 2023 DOI: 10.19783/ki.pspc.221918基于云-边协同的配电网快速供电恢复智能决策方法蔡田田1,姚 浩1,杨英杰1,张子麒2,冀浩然2,李 鹏2(1.南方电网数字电网研究院有限公司,广东 广州 510700;2.智能电网教育部重点实验室(天津大学),天津 300072)摘要:分布式电源高渗透率接入对配电网故障自愈能力提出了更高的要求。

基于模型的供电恢复方法利用精准的网络参数构建优化模型,可以实现供电恢复策略的准确制定。

但在配电网实际运行中,精准的配电网络参数往往难以获取,导致基于模型的供电恢复方法应用受限。

云-边协同运行模式可作为配电网快速供电恢复的一种实现方案。

提出一种基于云-边协同的配电网快速供电恢复智能决策方法。

首先,在云端基于图卷积神经网络建立配电网快速供电恢复智能决策模型,包括网络重构模块和潮流模拟模块。

当故障发生后,云端利用网络重构模块,快速制定网络重构策略,经过破圈法/避圈法验校后下发至配电网边缘侧的边缘计算装置。

边缘侧根据云端的网络重构策略利用潮流模拟模块就地制定负荷恢复策略,实现系统的快速供电恢复。

最后,依托改进的IEEE33节点配电网算例对所提模型进行分析,验证了所提方法可有效提升配电网的供电恢复能力。

关键词:配电网;云-边协同;供电恢复;分布式电源;图卷积神经网络Cloud-edge collaboration-based supply restoration intelligent decision-making methodCAI Tiantian1, YAO Hao1, YANG Yingjie1, ZHANG Ziqi2, JI Haoran2, LI Peng2(1. Digital Grid Research Institute, China Southern Power Grid, Guangzhou 510700, China; 2. Key Laboratory ofSmart Grid of Ministry of Education (Tianjin University), Tianjin 300072, China) Abstract: The high-penetration integration of distributed generators (DGs) makes higher demands on the self-healing ability of a distribution network. The model-based supply restoration methods build the optimization model with accurate network parameters, which can realize the accurate formulation of restoration strategies. However, the accurate network parameters are often difficult to acquire in practical operation, which may limit the application of the model-based methods. The cloud-edge collaboration control mode can be used as an implementation scheme for fast supply restoration.A fast supply restoration intelligent decision-making method for distribution network based on cloud-edge collaborationis proposed. First, an intelligent decision-making model is established based on a graph convolutional neural network (GCN) on the cloud, containing network reconstruction and power flow simulation modules. When a failure occurs, the network reconstruction module is used to customize the reconstruction strategy on the cloud. After correction by loop-breaking/loop-avoiding method, the reconstruction strategy will be sent to the edge calculation device of distribution network edge side. With the power flow simulation module, the supply recovery strategy can be determined rapidly at the edge side to realize a fast supply restoration. Finally, the proposed strategy is analyzed using the modified IEEE 33-node system. The results show that the proposed method can effectively improve the supply restoration ability of a distribution network.This work is supported by the National Key Research and Development Program of China (No. 2020YFB0906000 and No. 2020YFB0906002).Key words: distribution network; cloud-edge collaboration; supply restoration; distributed generators (DGs); graph convolutional neural networks (GCN)0 引言配电网中设备种类繁多、控制策略复杂[1],尤基金项目:国家重点研发计划项目资助(2020YFB0906000,2020YFB0906002) 其是当分布式电源(distributed generators, DGs)高渗透率接入后,配电网的运行特性发生巨大变化[2],对配电网故障自愈能力提出了更高的要求[3]。

关于北印度洋海峡的英文阅读理解

关于北印度洋海峡的英文阅读理解

关于北印度洋海峡的英文阅读理解The Bay of Bengal is connected to the Arabian Sea by the Strait of Malacca, an important waterway separating the Indonesian island of Sumatra from Malaysia. The Strait of Malacca is one of the busiest shipping lanes in the world, facilitating most of the trade between Europe, the Middle East, and Asia. It is a significant source of income for Malaysia and Indonesia.The Strait of Malacca is located between the Andaman and Nicobar Islands on the east and the Malay Peninsula on the west. It is approximately 805 km long and at its narrowest point, it is only 1.5 nautical miles wide. The strait is susceptible to piracy due to its narrow width and heavy traffic, which makes it a challenge for ships to navigate safely.Many countries rely on the Strait of Malacca for theiroil imports and exports. It is a vital passage for oil transportation, connecting the oil-rich Middle East with countries like China, Japan, and South Korea. Any disruption in the strait due to piracy or natural disasters like earthquakes or tsunamis can have a significant impact on global oil prices and trade.To ensure the safety of vessels passing through theStrait of Malacca, Malaysia, Singapore, and Indonesia have set up the Malacca Strait Patrol (MSP) in collaboration with other countries like Thailand and the Philippines. The MSP conducts regular patrols to deter piracy and ensure the security of the strait. Additionally, a Traffic Separation Scheme (TSS) has been implemented to regulate the movement of vessels and reduce the risk of collisions.The importance of the Strait of Malacca as a trade route cannot be overstated. It is estimated that around one-thirdof global trade passes through this waterway, including oil, gas, and other commodities. Countries like Singapore have established themselves as major shipping hubs due to their strategic location along the strait.Now, let's see some examples of bilingual sentences:1. The Strait of Malacca plays a crucial role in facilitating international trade.马六甲海峡在促进国际贸易方面起着至关重要的作用。

Collaborative innovation in the public sector

Collaborative innovation in the public sector

COLLABORATIVE INNOV ATION IN THE PUBLIC SECTORBen BommertABSTRACTThis article claims that there is a need for a new form of innovation in the public sector because bureaucratic (closed) ways of innovating do not yield the quantity and quality of innovations necessary to solve emergent and persistent policy challenges. Based on these shortcomings the article defines a set of criteria, which a suitable form of public sector innovation needs to fulfill. The article shows that collaborative innovation meets these criteria because it opens the innovation cycle to a variety of actors and taps into innovation resources across borders, overcomes cultural restrictions and creates broad socio-political support for public sector innovation. The article highlights risks and issues associated with collaborative innovation and that the concept should not be discarded on these grounds since there is no suitable alternative to tackle emergent and persistent challenges. Finally, the article suggests capacities, which government needs to develop to successfully implement collaborative innovation. However as research on innovation in the public sector is rather thin the article suggests a map for further research to substantiate the role of collaborative innovation in the public sector.INTRODUCTIONThose less concerned with the study and practice of innovation in the public sector might claim that innovation in the public sector is an oxymoron. However, that conclusion is a fallacy if one considers the numerous innovations, which the public sector produces. Some of the most celebrated innovations are the Open University and the National Literacy Strategy in the UK. The yearly award winners of the Ford Foundation’s Innovations in American Government program, administered by Harvard University’s Kennedy School of Government, serve as another example in the US. There are probably various examples of public sector innovation from other countries, which could prove that innovation and public sector are not mutually exclusive. However, some professionals and academics claim that the public sector needs to find radically new ways of innovating (Harris and Albury, 2009; Eggers and Kumar Singh, 2009; Nambisan, 2008). The simple reasoning behind this claim is that current public sector innovation would not yield the innovations necessary to tackle today’s radical challenges such as climate change, aging society, obesity and the financial crisis (Harris and Albury, 2009). These academics and professionals propose a new form of innovation, which is called “collaborative innovation”, as the cure for the alleged innovation problem of the public sector. One might readily accept that the public sector faces complex challenges, which are unmet. However, one might less readily accept that a different form of innovation constitutes a convincing alternative. One reason for this doubt is that research about public sector innovation is rather thin and the level of conceptualization low (Hartley, 2005). For example there are various definitions of what counts as an innovation in the public sector (Moore, 2005). In this research environment it is difficult to clearly establish what is different about the alternative form of innovation and to claim that it possesses characteristics which make it more suitablethan current forms. In order to be persuasive a proposal for collaborative innovation needs to offer clear answers to what Simons (2001) calls stock issues such as: is there a need for change? Is the proposal workable in theory? Is it the best solution? I will address an adapted version of these stock issues to investigate the research question: Is collaborative innovation a suitable form of innovation in the public sector?To answer this research question I first present the proposals of collaborative innovation and their origins. Second, I will investigate the need for a new form of public sector innovation. Third, I will set up criteria to investigate whether collaborative innovation meets this need. Fourth, I will evaluate the risks and delineate issues of collaborative innovation. Fifth, I will discuss alternatives. Sixth, I will point out which capacities government1 needs to develop to adapt collaborative innovation. Finally, I will draw a conclusion and outline aspects for further research.PROPOSALS FOR COLLABORATIVE INNOVATIONIn this part of the part the article I will introduce proposals for collaborative innovation and relate them to relevant public and private sector theories. Most recent and prominent proposals for collaborative innovation have been made by Nambisan (2008), Eggers and Kumar Singh (2009) and Harris and Albury (2009). Even though the proposals differ in depth and scope the core suggestion is similar: government should adopt a form of innovation, which “utilizes the innovation assets of a diverse base of organizations and individuals to discover, develop, and implement ideas within and outside organizational boundaries“ (Eggers and Singh, 2009: 98). Nambisan defines collaborative innovation as a “collaborative approach to innovation and problem solving in the public sector that relies on harnessing the resources and the creativity of external networks and communities (including citizen networks as well as networks of nonprofits and private corporations) to amplify or enhance the innovation speed as well as the range and quality of innovation outcomes“(2008: 11). From these statements one can derive the principal feature of collaborative innovation, which is that the innovation process is opened up, that actors from within the organization, other organizations, the private and third sector and citizens are integrated into the innovation cycle (idea generation, selection, implementation and diffusion) from the earliest stage onwards. Proposals for collaborative innovation are based on the assumption that the active participation of a wide range of actors with their innovation assets (intangible: knowledge, creativity etc. and tangible: money and other physical assets) will increase the quantity and quality of innovations.These proposals imply that the locus of innovation should be determined by the availability of innovation assets and not by the formal boundaries of a bureaucratic organization2. Moreover, the role of the actors is less defined by formal rules as in a bureaucratic organization but by the match between innovation assets and the problem. Consequently, the innovation cycle can be divided between different actors or entirely entrusted to one based on the availability of innovation assets.1 The term government refers to government organization (national, regional and local) and public service organizations. The difference is the degree of autonomy from the central authority as defined by Moore and Hartly, 20082 Characterized by a closed/silo structure and hierarchy/top-down processesProponents of collaborative innovation also point out the important role, which ICT (Information and Communication Technologies) play in collaborative innovation. According to Eggers and Singh “technology has made it possible for governments to build networks that promote the flow of ideas and information in and out of organizational boundaries” (2009: 91). ICT facilitates coordination and knowledge sharing at low costs across boundaries and thus supports collaborative innovation. Even though this section presents the principal features of collaborative innovation our understanding is only limited without knowledge about the origins of collaborative innovation. In the next sections I trace the origins of collaborative innovation in the public and private sector.ORIGINS OF COLLABORATIVE INNOVATIONPublic Sector OriginsCollaborative innovation can be connected to the concept of networked government3. According to Moore “the concept of networked government includes not only effective coordination across government organizations but also the possible integration of both for profit and non profit sector organizations into production systems designed to achieve public purposes” (2009: 191). This loose definition of networked government underlines the idea of collaborative innovation in the sense that assets of diverse actors across organizational boundaries should be used. However, this concept refers to the production process of public value (Moore, 1995) and not the innovation process. Arganoff (2007) on the other hand emphasizes the value of networked management to enable government to find solutions to complex problems. According to Arganoff the work of contemporary public management is “enmeshed in the symbolic-analytic challenge of applying particular types of data, information, and knowledge to complex situations” (2007: 221). The network approach helps to overcome this problem solving challenge because “multiple parties mean multiple alternatives to suggest and consider, more information available for all to use, and a decision system that is less bound by frailties of individual thinking” (2007: 221). In contrast to Moore, Arganoff points out the value which networked management plays in the idea generation and selection stage. Arganoff categorizes these kinds of networks as “informational networks”. Besides the benefits of networked management for idea generation Arganoff also presents evidence for its value in implementation and diffusion. In comparison to collaborative innovation proposals, Arganoff focuses only on a small number of “parties”. He only considers the value of “human capital and other resources” (221) within “governments, inter-governmentally and with NGOs” (221) and not of the private/third sector or citizens.Besides Arganoff, Hartley (2005) points out an explicit relation between networked governance and innovation and describes the different levels of innovation and roles of policy makers, public managers and citizens. However, assumptions about the degree of collaboration and scope of actors involved remain unclear and if at all seem to fall short of the degree and scope of collaborative innovation. It is not made clear who participates in the innovation process besides policy makers, public managers and citizens neither in which stages of the innovation cycle these actors should participate.3 The article treats networked governance and networked government as synonymsConcluding this section one can say that there is a relation between theories of networked governance and collaborative innovation in the public sector with regard to the integration of a variety of actors. Yet, the views on networked governance do not sufficiently explain the scope and width of collaborative innovation. Explanations based on networked governance either only focus on collaborative production of public value or do not recognize the importance of wide and diverse range of actors for collaborative innovation. The circumstance does not mean that public sector theories about networked governance are meaningless in explaining collaborative innovation; however one needs to look outside the boundaries of public sector theory and practice to trace further origins of collaborative innovation. Since many management theories and tools applied in the public sector come from the private sector (Albury, 2005), it is reasonable to investigate in how far collaborative innovation has roots in the private sector.Private Sector OriginsThe idea to include a broad variety of internal and external actors in the innovation cycle originates in the private sector. Chesbrough (2003) describes the opening of the innovation cycle as “Open Innovation”. Open innovation means, “that valuable ideas can come from inside or outside the company and can go to market form inside or outside the company as well“(2003: 43). Chesbrough argues in his book “Open Innovation - The New Imperative for Creating and Profiting from Technology” (2003) that the era of closed innovation, within the boundaries of a company, has passed, since the knowledge monopolies, which some companies once held, were broken up for two major reasons. First, knowledge monopolies often coincided with industrial monopolies, which were largely stripped apart by antitrust laws and secondly knowledge became more widely dispersed “among companies, customers, suppliers, universities, national labs, industry, consortia, and start-up firms” (Chesbrough, 2003: 21). From these circumstances Chesbrough concludes that companies need to open their innovation process to systematically source external ideas and also to leverage their internal knowledge externally4. Thus companies can make the greatest use of the dispersed wealth of innovation assets inside and outside of their companies. Consequently, the innovation cycle should be divided between different actors based on the availability of innovation assets to solve innovation problems.Besides these general theories more concrete approaches to open innovation have been developed. Von Hippel claims in the book Democratizing Innovation(2005) that innovation becomes increasingly democratic in the sense that “that users of products and services—both firms and individual consumers—are increasingly able to innovate for themselves" (29). These innovative users are called “lead-users” who are ”at the leading edge of an important market trend, and so are currently experiencing needs that will later be experienced by many users in that market“ and ”they anticipate relatively high benefits from obtaining a solution to their needs, and so may innovate.“ (Von Hippel, 2005: 22). Moreover, Von Hippel argues that companies should search and integrate lead-user innovations because these innovations promise to be more successful than innovations developed in-house. Von Hippel supports his claim with various examples. One of these examples is that “ 3M divisions funding lead user project ideas experienced their highest rate of major product line generation in the past 50 years“ 4 Glassman and Enkel (2004) conceptualize the flow of ideas for innovation as “outside-in”, “inside-out” and “coupled processes” (outside-in and inside-out)(Von Hippel, 2005: 37) and that the management made sales forecasts for lead user projects, which were 8 times higher than for in-house products.While Von Hippel investigates the benefits of opening the innovation process to lead-users, others concentrate on strategies to “crowd-source” large networks of people for the innovation process. According to Howe “simply defined, crowd-sourcing represents the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined (and generally large) network of people in the form of an open call” (2006). 5 The assumption behind this extreme approach of open innovation is that crowds of people “are remarkably intelligent, and are often smarter than the smartest people in them” (Surowiecki, 2004: 14).This section shows that the principal idea of collaborative innovation to open the innovation process to a large group of actors, to internalize external ideas but also to leverage internal knowledge externally stems from the private sector. Collaborative innovation shares the underlying assumption of open innovation that tapping into the vast innovation assets across organizational boundaries will increase the quantity and quality of innovations. Moreover, it is expected that these innovations will add value in the private sector in terms of higher revenues and in the public in terms of public value. However, the public sector is in various ways different form the private sector and therefore one should not take for granted that the open innovation approach is serviceable in the public sector (Moore, 2009; Windrum and Koch, 2008)6. In the next section I will start to analyze whether open innovation in form of collaborative public sector innovation matches the innovation needs of the public sector.THE NEED FOR A NEW FORM OF PUBLIC SECTOR INNOVATIONUnmet challengesThe first step to investigate the claim whether collaborative innovation is a suitable form of innovation in the public sector is to analyze whether there is generally a need for a new form of public sector innovation. The first guiding question is whether there are unmet public sector challenges. Most proponents of the claim that a new form of public sector innovation is needed argue that the public sector has been unable to respond to large scale social, economic and environmental challenges (Harris and Albury, 2009; Albury, 2005; Nambisan, 2008; OECD, 2009; NAO7, 2008; H.M. Government, 2009; Eggers and Kumar Singh, 2009). Harris and Albury (2009) categorize these challenges into emergent and persistent ones. Emergent challenges are climate change, aging society, rise in long term health conditions etc. Amongst persistent problems are mental-health, crime and social order; and alcoholism. Both emergent and persistent problems share that the public sector has not yet found suitable answers (NAO, 2008; H.M. Government, 2009).5 /cs/2006/06/crowdsourcing_a.html6Windrum and Koch mention as some differences: “Social responsibility and accountability …very different set of barriers and enablers for the diffusion of innovations”(2008, 4).7 National Audit OfficeThe supporters of new forms of innovation in the public sector add an element of urgency to their claim by arguing that the current financial crisis exacerbates these challenges. The financial crisis imposes budget constraints and requires governments to find new less costly ways to respond to social, economic and environmental problems. At the same time however government cannot reduce the quality of the services. Citizens demand more and more personalized public services (Albury, 2005, NAO, 2008, H.M. Government, 2009). Albury (2005) characterizes personalized public services as “responsive to needs and aspirations of individuals and communities” (51). These increased expectations towards public service delivery are unmet and pose a challenge to government (Albury, 2005; NAO, 2008; ernment, 2009).Moore (2009) points out another characteristic of these challenges, which makes it difficult for government to find appropriate solutions. According to Moore (2009) these problems cross boundaries (local, regional, national and international)but government responses have often been confined to boundaries and therefore were of little help in meeting the challenges.Even though one might readily accept the claim that there are various unmet challenges and that a continuous failure to respond to those might collapse government and lead to a reduction in welfare, the pressing underlying question is why government is unable to find suitable solutions. In the next section I will attempt to explore this question.DEFICIENCIES OF PUBLIC SECTOR INNOVATIONThere are numerous explanations for the deficiencies of public sector innovation in support of new forms of innovation in the public sector. However, these explanations are often shaped to promote a certain case for innovation and remain vague or incomplete. Explanations in the style of “now more than ever, government needs to embrace innovative approaches to daunting problems. The reason is simple: existing practices will not suffice” (Eggers and Kumar Singh, 2009: 3) are overly simplistic and not convincing. I do not intent to establish a complete theory of the deficiencies of public sector innovation in the light of emergent and persistent challenges. Yet, I intend to show in a clearer way what is deficient with regard to public sector innovation and why these deficiencies exist.Eggers and Kumar Singh (2009) claim that government has problems managing the innovation cycle. They underline that government is weak at idea generation, selection, implementation and diffusion. Moreover, government does not innovate strategically in the sense that it “tend(s) to approach innovation as a “one-off” change, using the “big bang” approach instead of a series of new approaches that make up a broader process” (Eggers and Kumar Singh, 2009: 6). Albury (2005) supports this notion and claims that the lack of a strategic approach to innovation manifests itself in the circumstance that government is not a serial innovator. As a consequence of these deficiencies government does not achieve to produce the necessary quality and quantity of innovations in order to meet the emergent and persistent social, economic and environmental challenges.Even though Eggers and Kumar Singh (2009) give an account of what is deficient about government innovation and many scholars would share that account (Namibsan, 2008; Moore, 2005; Hartley, 2005), they do not sufficiently explain why these deficienciesexist. Such an explanation is probably beyond the intention and scope of Eggers and Kumar Singh’s practical advice nevertheless it is pertinent to understand the underlying reasons. Such an understanding will put us in a better position to evaluate whether collaborative innovation is a suitable form of public sector innovation.EXPLAINING DEFICIENCIES OF PUBLIC SECTOR INNOVATION Many professionals and scholars (Moore, 2009; 2005; Hartley, 2005; Harris and Albury, 2009, Mulgan and Albury, 2003) blame the bureaucratic nature of government expressed in organizational and cultural restrictions for the weaknesses of the innovation cycle. For the purpose of this article I will refer to innovation under these conditions as bureaucratic anizational aspects such as hierarchy, silo structures, closed and top-down processes characterize bureaucratic government (Moore, 2009; Borins, 2006; Hartley, 2005) and impact the innovation cycle negatively. Due to these characteristics participation in the innovation cycle is restricted to a limited number of participants on the inside of government. According to a study by NAO “Innovation Across Central Government” (2008) the innovation cycle is dominated by senior management inside the organization and there is no or little integration of other actors (e.g.: private sector, frontline staff, citizens and the third sector). These characteristics of bureaucratic government ignore the innovation resources, which are available on different levels of an organization and across its boarders to fuel the innovation cycle. Hence, it is argued that the quantity and quality of ideas generated, selected, implemented and diffused is reduced. Moreover, the closed nature of public sector innovation reduces transparency, trust and commitment to take up innovations and as a consequence weakens the implementation and diffusion of innovations.Next to these organizational barriers to innovation in the public sector there are cultural restrictions. A fundamental obstacle is the risk-averse culture which limits leadership, funding and experimentation necessary to generate, select, implement and diffuse ideas (NAO, 2008; Mulgan, 2007; Albury, 2005; Mulgan and Albury, 2003). One reason for risk aversion is fear of public blame for failure (Mulgan and Albury, 2003) or the image that government would gamble with public money (Schorr, 1988). Since the socio-political environment (media, public, politics) is primarily responsible for these allegations one could argue that a skeptical attitude of the socio-political environment towards public sector innovation is at least one of the root causes of a lacking culture of risk taking in bureaucratic innovation.The lack of support in the socio-political environment can also serve as an explanation for the “one-off” and “big-bang” approach towards innovation. These innovations mostly occur in response to imminent threats. In those cases public awareness, media and political support create an environment in which risk taking is legitimized, leadership and funding is made available and experimentation possible. Conversely, if any of the three is missing the window of opportunity for innovations narrows and the innovation cycle slows or breaks down.Certainly, these explanations of the deficiencies of public sector innovations are not complete. Accounts will vary within jurisdictions and types of government. Moreover, depending on these differences the weaknesses of the innovation cycle and corresponding explanations might differ. Despite these qualifications this part of the article shows that government faces challenges managing the innovation cycle andproducing the right quantity and quality of innovations to meet emergent and persistent challenges. Furthermore, this part explains these deficiencies in terms of the bureaucratic nature of government, i.e. restrictive organizational and cultural aspects. With regard to the later the part draws a relation between risk-taking and the determining influence of the broader socio-political environment and the impact on leadership, funding and experimentation. As a consequence of this analysis, I can say that there is a need for a new form of public sector innovation. In the next part I will analyze in how far collaborative innovation is a suitable form of public sector innovation to meet that need.COLLABORATIVE INNOVATION IS A SUITABLE FORM OF INNOVATIONIN THE PUBLIC SECTORCriteria to assess collaborative innovationBased on the findings of the previous part I can roughly define the criteria, which collaborative innovation needs to fulfill to be deemed a suitable from of public sector innovation. In the previous part I delineated the major causes of the deficiencies of public sector innovation. A criterion, which logically follows from that relationship, is whether collaborative innovation helps to overcome the restrictive organizational and cultural aspects of public sector innovation. Moreover, collaborative innovation needs to be able to influence the broader socio-political environment for public sector innovation.In response to organizational restrictions, collaborative innovation needs to (1) open the innovation cycle to internal and external innovation assets. With regard to cultural obstacles collaborative innovation needs to (2) facilitate risk-taking. On a broader scale collaborative innovation needs to (3) promote a positive attitude towards public sector innovation and risk taking in the socio-political environment. If the causal relationship holds a fulfillment of these criteria will improve the elements of the innovation cycle and increase the quantity and quality of public sector innovations. In the next section I will apply these criteria and investigate in how far collaborative innovation offers a suitable alternative to bureaucratic public sector innovation.EVALUATING COLLABORATIVE INNOVATION Collaborative innovation opens the innovation cycle to a diversity of actors across hierarchies and organizational boundaries (Nambisan, 2008; Eggers and Kumar Singh, 2009; and Harris and Albury, 2009). According to proposals for collaborative innovation government should tap into the vast innovation assets inside and outside of the organization, but also leverage internal innovation assets externally. By opening the innovation cycle and allowing the flow of innovation assets across internal and external boundaries, collaborative innovation meets the first criterion. Consequently, the opening of the innovation process has the potential to improve the elements of the innovation cycle in various ways.Idea generation is strengthened, because government can use “a wide range of knowledge, (creativity) and expertise that is both local and global, lay and professional” (Fung, 2008: 58) to find better solutions to complex unmet needs. Idea selection can beimproved. One way is that government includes a greater number of actors in the selection process and thus increases the possibility to overcome “groupthink” (Janis, 1972), which arises in small decision making groups.Idea implementation and diffusion is facilitated. One reason why implementation and diffusion is supported is that actors who have participated in the idea generation and/ or selection process are more likely to accept and promote innovations, because of having ownership and responsibility. Moreover, based on the innovation problem and the distribution of innovation assets external actors might be better positioned to implement and diffuse the innovation. Collaborative innovation gives government the opportunity to shift the locus of implementation and diffusion to the actor who is most capable and thus strengthens the implementation and diffusion elements of the innovation cycle. Entrusting external actors with implementation and diffusion also allows a greater degree of risk-taking necessary for implementation and diffusion. External actors are less likely to be accused of wasting taxpayers’ money and therefore enjoy more room for risk-taking(supportive leadership, funding and experimentation). Thus by opening the innovation cycle government can find ways to circumvent cultural obstacles to public sector innovation and improve implementation and diffusion.Despite the fact that the opening of the innovation cycle constitutes a possibility to overcome cultural barriers to risk taking, one has to point out that the barriers still remain. However, collaborative innovation can influence the broader socio-political environment, which in turn might change government’s culture of risk taking and enable leadership, funding and experimentation. The inclusion of a broad set of actors into the innovation cycle might increase their understanding of the need of innovation and the need of risk taking, which it entails. Especially, in the case of citizens a greater degree of awareness about the requirements of risk taking through participation might result in more understanding, trust and support for public sector innovation (Fung, 2009). This in turn might reduce fear of shaming and blaming and encourage risk taking. Consequently, collaborative innovation enables government to circumvent cultural obstacles towards risk taking but also to remove these through influencing the broader socio-political environment. Based on these results collaborative innovation fulfills criteria two and three and by supporting a culture of risk taking strengthens idea implementation and diffusion.8Concluding this section, collaborative innovation helps to overcome organizational and cultural restrictions of the innovation cycle. Moreover, it has the potential to shape public support for public sector innovation and risk taking. Consequently, collaborative innovation fulfills the criteria set out in the previous section and is likely to strengthen the elements of the innovation cycle and increase the quantity and quality of innovations to respond to unmet persistent and emergent challenges. However, this discussion remains abstract and only few general examples have been given of how collaborative innovation improves the innovation cycle, the quantity and quality of innovations. I will account for these shortcomings in the next section.8Risk taking refers to the support of controlled experimentation and not to excessive spending on uncertain projects.。

crowdsourcing

crowdsourcing

Crowdsourcing: A New Trend of E-commerceIt is a common sense that division of labor in society makes our society more efficient. It will be better if we do the things that we are expert in. But now, there goes another saying like this “Professors can be professional with a professional cost.” In fact, not only do professors have a higher cost, but also they come up with own ideas without absorbing a vast scope of common people’s ideas.Fortunately, the solutions have been created in this IT world. Internet comes with a lower cost to communicate, as a result, gathering people’s (including experts and common people)ideas or searching for problem solvers becomes more and more convenient. More and more people publish their tasks on Internet and they rely on public’s wisdom after they offered proper rewards, so do some big companies, such as , BMW and so on. We can call this phenomenon“crowdsourcing”.DefinitionSo what is crowdsourcing? From the definition by Wiki Encyclopedia①, crowdsourcing is the act of sourcing tasks traditionally performed by specific individuals to a group of people or community (crowd) through an open call.Jeff Howe established that the concept of crowdsourcing depends essentially on the fact that because it is an open call to a group of people, it gathers those who are most fit to perform tasks, solve complex problems and contribute with the most relevant and fresh ideas.Background InformationIn my opinion, crowdsourcing become popular in E-commerce with the following reasons:1. Experts can do a good job, but they may cost a lot. People want to find a cheaper way to relyon group intelligence.2. A complicated project can’t be done by individual team if it is too big or it requires variousskills that single team don’t get. It shows that problem or tasks can and must be distributed to a large group of people through some convenient ways(Internet is the best!).3. Internet provides a cheaper way for us to communicate. It is possible to distribute our tasksand it is also feasible to load our solutions & ideas to others. IT technology becomes the foundation of crowdsourcing which meets the market.4. Public intelligence is able to do better than individuals. Crowdsourcing provide a way to shareour ideas so that we can pick up the best or most feasible one. In another word, it is completely a new way to understand the market efficiently.Crowdsourcing in E-commerce & some examplesCrowdsourcing occurs in wild-spread fields of E-commerce. By the collaboration, a big task can be divided into several parts, which almost establishes a vast platform for problem solving. The public, we call “crowd”who are volunteers working in their spare time or experts from small initiating organization, can get their rewards by their efforts. To the truth, in some cases, this labor is well compensated, either monetarily, with prizes, or with recognition. In other cases, the only rewards may be intellectual satisfaction.Author’s views about crowdsourcingAppealThe most attractive thing of crowdsourcing should be the lower cost and its efficiency.For task publishers:1.Two heads are better than one. There may be a lot of options for choosing. Some areproper and some are better. So task publishers can get the most feasible one.2.Lower cost. Profit is everything for rational persons. It costs a lot to find a research team tothing up ideas or solutions. What’s worse, it may be nothing after a huge cost. But in crowdsourcing, only the best solution providers will be paid, whose is worthy of your money.3.It provides a good way to know the market. Through crowdsourcing, not only can goodideas be discovered, but also a lot of feedbacks about the market, which is more important than others at times.For task solvers:1. A cheap way to get reward.Task can be easily published on internet so the solvers are ableto find them and offer their solutions with the opportunities to win reward although the reward may be recognition or intelligence satisfaction.2.Crowdsourcing can be a platform for sharing ideas and solutions. Everyone is able to learnsomething in this platform.As volunteers, it is more important for them to share ideas thanreal rewards.DisadvantageAlthough crowdsourcing is very attractive, several points should be concerned in adapting crowdsourcing.1.Motivation problem. Proper motivation is great for attracting people to join your task. Themotivation can’t be too strong that will come with a high cost. The motivation can’t be too weak that will attract no person. So the proper reward, especially the monetary motivation, is very important and sensitive for a successful crowdsourcing.2. A project may break out because of the lack of connection among distributed items.A projectcan be distributed for efficiency but the connection in duration of the project is pivotal too.Difficulties maintaining a working relationship with crowdsourcing workers throughout the duration of a project.ProspectsFrom the above, crowdsourcing will be more and more popular and becomes a constant E-commerce profit model finally. The future work could be more complicated and more comprehensive so the work must be distributed. Relying on public’s wisdom, task publishers can save a lot and get pretty good results. Less cost, deeper understanding of the market and gathering ideas are the trend of E-commerce and crowdsourcing meets the trend. Thus, a constant profit model is being ripe so the crowdsourcing will be brought to more people. Although there are still some problems about establishing a ripe crowdsourcing, the spirit of crowdsourcing meets the market and those problems can be solved by some specific methods (later will be mentioned!).How to improveCrowdsourcing is not the second version of outsourcing. One-way info flow occurs in outsourcing but the real connections and feedbacks occur in crowdsourcing. So quality rather than quantity should be focused on in improving crowdsourcing.Just like Apple Store, key point should be a robust ecosystem rather than the best software. There should be a robust platform for crowdsourcing trading which is for both task publishers and problem solvers.1. A standard referenced rules for rewards. There are various tasks which is hard to price buta improper price is not feasible. So a referenced rule for pricing will help a lot. For example,a similar task shouldn’t vary too much in pricing.2.Credit rating. Credit should be mentioned concerning about money. Both customers (the“crowd”) and payers ought to be positioned in credit rating system. Thus, the platform is more convincing.。

学术英语Unit 5练习答案

学术英语Unit 5练习答案

Unit 5 Writing an Academic Essay
1 Definition
Enhancing your academic language
Complete the following expressions or sentences. 12 resources of cultivable (可耕种的) land 13 temper (缓和) criticism with reason 14 lobby (游说……以争取) for the funds 15 He is at the leading-edge (领先地位). 16 a(n) array (一系列) of information 17 be deficient (缺乏的) in nutrition 18 be restricted (限制) to adults 19 unfounded (没有根据的) suspicions 20 Coal can be converted (使转变) to gas. 21 a(n) devastating (毁灭性的) hurricane 22 staple (主要的) exports of this country 23 transform (转变) dream into reality
5 尤其在运输基础设施落后的国家,地理条件对食物供给的 限制正如遗传学为食物供给带来的希望一样大。
Unit 5 Writing an Academic Essay
1 Definition
Enhancing your academic language
Match the words with their definitions.
Unit 5 Writing an Academic Essay

外贸英语实务15

外贸英语实务15
大连理工大学出版社
外贸英语实务 (第二版)
Unit 15
Trade Forms
Contents
Part I Case Lead-in
Part II Reading
Part III Sample Conversations
大连理工大学出版社
An American company A signed a sole agency agreement with a Hong Kong company B for 2 years and appointed B as a sole agent. During the 2 years, A succeeded in improving the product’ stability and appointed another Hong Kong company C as the sole agent of the improved product. Did A have the right to do like this? Why? A vast amount of international trade is handled not only by direct negotiations between importers and exporters but also by indirect means such as agency, distribution, countertrade, consignment and bidding. An important reason for appointing a foreign agent or distributor is his knowledge of local conditions and the market in which he will operate. Countertrade can achieve the exchange of goods for goods. Consignment helps

方案图英文

方案图英文

方案图英文Scheme DiagramIntroductionA scheme diagram is a visual representation of a proposed plan or solution. It provides a clear and concise overview of the various components, processes, and relationships involved in the scheme. The primary purpose of a scheme diagram is to facilitate better understanding and communication among stakeholders and decision-makers.Benefits of Scheme DiagramsScheme diagrams offer several benefits, including:1. Clarity and UnderstandingBy presenting complex information in a visual format, scheme diagrams enhance clarity and understanding. They allow viewers to grasp the overall structure and flow of the scheme more easily. Additionally, scheme diagrams provide a comprehensive view, enabling stakeholders to identify potential issues or areas for improvement.2. Communication and CollaborationScheme diagrams serve as effective communication tools, helping project teams and stakeholders to align their understanding and perspectives. They enhance collaboration by providing a shared visual language that facilitates discussions, feedback, and decision-making processes. With a scheme diagram, stakeholders can quickly grasp the project's scope, objectives, and progress.3. Problem-Solving and AnalysisScheme diagrams can aid in problem-solving and analysis by visually representing complex relationships and dependencies. They allow project teams to identify gaps or bottlenecks in the scheme and explore alternative solutions. Scheme diagrams can also assist in assessing the feasibility and potential impact of different options, enabling more informed decision-making.Components of a Scheme DiagramA scheme diagram typically consists of the following components:1. Boxes or NodesBoxes or nodes represent the main components or elements of the scheme. Each box/node is labeled with a descriptive text to identify its purpose or function. These components can represent physical objects, processes, or abstract concepts depending on the nature of the scheme.2. Arrows or LinesArrows or lines illustrate the relationships and connections between different components in the scheme. They indicate the flow of information, materials, or actions. The arrows can be unidirectional or bidirectional, depending on the nature of the relationship.3. Labels and DescriptionsLabels and descriptions provide additional information about the components or relationships in the scheme. They help to clarify complex or ambiguous elements and ensure that viewers interpret the diagram correctly.Best Practices for Creating Scheme DiagramsTo create effective scheme diagrams, consider the following best practices:1. Keep It Simple and ClearSimplicity and clarity are crucial for scheme diagrams. Avoid unnecessary complexity and make sure that the diagram is easily understood by the target audience. Use concise labels and descriptions to convey the most important information.2. Use Standard Symbols and ConventionsTo ensure consistency and understanding, adhere to standard symbols and conventions commonly used in scheme diagrams. Familiarize yourself with commonly recognized symbols and icons related to the specific domain or industry.3. Align with the Project or Scheme's ContextEnsure that the scheme diagram aligns with the goals, objectives, and requirements of the project or scheme. Adapt the diagram to suit the specific context and tailor it to the target audience. Consider including relevant details or annotations to provide further clarity.4. Review and IterateReview the scheme diagram with stakeholders and solicit feedback for improvement. Iterate the diagram as necessary based on the feedback received. Regularly update the scheme diagram to reflect any changes or developments in the project or scheme.ConclusionScheme diagrams are valuable tools for visually representing proposed plans and solutions. They enhance understanding, facilitate communication and collaboration, and aid in problem-solving and analysis. By following best practices and considering the specific context, a well-executed scheme diagram can greatly contribute to the success of a project or scheme.。

与尊重创新之源泉有关的英语作文

与尊重创新之源泉有关的英语作文

Innovation is the lifeblood of progress and the driving force behind societal advancement.It is the wellspring of creativity and the key to unlocking new possibilities. Respecting the sources of innovation is essential for fostering an environment where ideas can flourish and contribute to the betterment of our world.The Importance of InnovationInnovation is not just about creating new products or services it is about challenging the status quo and finding better ways to solve problems.It is the process of translating an idea or invention into a good or service that creates value or for which customers will pay. Innovation can be categorized into different types,such as incremental,radical,and disruptive innovation,each with its own impact on society and the economy.Sources of InnovationThe sources of innovation are diverse and can stem from various areas:1.Individual Creativity:The individual is the primary source of innovation.Personal curiosity,imagination,and the willingness to explore the unknown are the foundations of creative thinking.2.Research and Development RD:Organizations that invest in RD are more likely to produce innovative outcomes.This is where scientific inquiry and technological advancements often intersect.3.Collaboration:Collaboration between different disciplines,industries,and even cultures can lead to innovative solutions.The exchange of ideas can spark creativity and lead to breakthroughs.4.Market Needs:Understanding and responding to market needs is a significant source of panies that listen to their customers and adapt to their changing demands are more likely to innovate successfully.ernment Policies:Supportive government policies,such as funding for research, tax incentives for innovation,and intellectual property protection,can encourage innovation.Respecting the Sources of InnovationTo respect the sources of innovation,we must:1.Encourage RiskTaking:Cultivate an environment where failure is seen as a stepping stone to success,not a setback.This encourages individuals and organizations to takerisks and explore new ideas.2.Invest in Education:Education that fosters critical thinking,problemsolving,and creativity is vital for nurturing innovative minds.3.Protect Intellectual Property:Strong intellectual property rights protect the fruits of innovation,ensuring that inventors and creators are rewarded for their efforts.4.Foster a Culture of Openness:Encourage the sharing of ideas and knowledge without fear of immediate exploitation or theft.5.Support Diverse Perspectives:Recognize that diversity in thought and background can lead to more innovative solutions.The Role of SocietySociety plays a crucial role in supporting innovation.This includes:1.Recognizing and Rewarding Innovators:Celebrating the achievements of innovators can inspire others to pursue their creative ideas.2.Creating Infrastructure:Building the necessary infrastructure,such as research facilities and incubators,can provide the physical space for innovation to occur.3.Promoting a KnowledgeBased Economy:Encouraging the growth of industries that rely on innovation and intellectual capital can shift the economic paradigm towards a more innovative society.4.Encouraging PublicPrivate Partnerships:Collaborations between the public and private sectors can lead to innovative solutions that address societal challenges.ConclusionInnovation is a complex and multifaceted process that requires respect for its various sources.By fostering an environment that values creativity,collaboration,and the protection of intellectual property,we can ensure that the wellspring of innovation remains vibrant and productive.It is through this collective effort that we can continue to push the boundaries of what is possible and improve the quality of life for all.。

Agreement

Agreement

Agreementbetweenthe DLMS User Associationandthe China Productivity Promotion Center for Electrical Measuring Instruments to set up a local DLMS competence center in China关于DLMS用户协会与中国电工仪器仪表生产力促进中心联合建立DLMS中国用户协会的协议The DLMS User Association (referred to hereafter as the DLMS UA) is a not-for-gain Association registered in Geneva, Switzerland. Its objective is the promotion of communication protocols based on DLMS (Device Language Message Specification) through collaboration with international, regional and national standardisation bodies, by analysing possible applications of the protocol, promoting it to interested users, distributing information, sharing experience, defining criteria for the use of a conformance label. The DLMS UA has developed the DLMS/COSEM specification (referred to hereafter as the “Specification”) for utility meter data exchange and has published them in the form of the “Coloured Books” (See Annex 1). Based on this specification, the International Electrotechnical Commission (IEC) and the European Committee for Standardisation (CEN) have published international standards (See Annex 2). The DLMS UA is formally liased with IEC TC 13 WG 14, being responsible for developing international standards for data exchange for meter reading, tariff and load control. It provides maintenance services for these standards and it is recognised by the IEC as a Registration Authority for standard elements of these standards. The DLMS UA has developed a conformance testing scheme for implementations using the DLMS/COSEM specification. It is the sole authority to issue conformance certificates for such implementations.DLMS用户协会(以下简称DLMS UA )是一个在瑞士日内瓦注册的非赢利性组织。

大学生社交技能的重要性英语作文比喻

大学生社交技能的重要性英语作文比喻

大学生社交技能的重要性英语作文比喻全文共3篇示例,供读者参考篇1Here's an essay on the importance of social skills for college students, written in a student's voice, with a length of around 2000 words:The Art of Connection: Unveiling the Importance of Social Skills for College StudentsIn the ever-evolving tapestry of life, the ability to forge meaningful connections with others is a skill that transcends mere words. As college students, we find ourselves at a pivotal juncture, where the paths of personal growth and academic pursuit intersect. It is within this crucible that social skills emerge as the golden thread that binds our experiences together, weaving a vibrant tapestry of relationships, opportunities, and self-discovery.Imagine for a moment that you are an artist, standing before a blank canvas, armed with a palette of colors and a brushstroke of possibilities. Social skills are the brushes that allow you to bring your vision to life, each stroke a testament to your ability tocommunicate, empathize, and navigate the intricate landscapes of human interaction. Without these brushes, the canvas remains untouched, and the masterpiece within you remains a mere whisper in the wind.Just as a painter must master the nuances of color, composition, and technique, we as students must cultivate the art of social interaction. It is through this mastery that we can paint the most vivid and captivating portraits of our personalities, leaving an indelible mark on those we encounter.In the realm of academia, the importance of social skills cannot be overstated. Classrooms are not merely repositories of knowledge; they are vibrant forums where ideas are exchanged, debates are ignited, and collaborations are forged. It is within these hallowed halls that our social prowess shines, enabling us to articulate our thoughts with clarity, engage in constructive discourse, and forge bonds with peers and mentors alike.Imagine yourself in a seminar, surrounded by like-minded individuals, each brimming with unique perspectives and experiences. Without the ability to communicate effectively, to listen with empathy, and to navigate the intricacies of group dynamics, your voice would be lost in the cacophony of ideas. However, armed with social skills, you become a maestro,conducting a symphony of thoughts and guiding the discourse towards harmonious understanding.Beyond the realms of academia, social skills are the bedrock upon which our personal and professional lives are built. In a world where networking is the currency of success, the art of making lasting connections can open doors to opportunities that would otherwise remain locked. Imagine yourself at a career fair, surrounded by potential employers and industry leaders. With social skills as your ally, you can confidently introduce yourself, engage in meaningful conversations, and leave a lasting impression that sets you apart from the crowd.Moreover, social skills are the threads that weave the tapestry of our relationships, both personal and professional. They enable us to navigate the complexities of human interaction, to build trust, and to foster genuine connections that transcend superficial pleasantries. Imagine yourself in a group project, where diverse personalities and perspectives converge. With social skills as your compass, you can navigate the intricate dynamics of teamwork, foster collaboration, and ultimately, create something greater than the sum of its parts.In the grand scheme of life, social skills are not merely a means to an end; they are the foundations upon which weconstruct our identities, our relationships, and our legacies. They are the brushstrokes that paint the masterpiece of our lived experiences, imbuing each moment with depth, color, and meaning.As we embark on this journey of self-discovery and academic pursuit, let us embrace the art of social interaction with open arms. Let us cultivate the ability to communicate effectively, to empathize deeply, and to forge connections that transcend boundaries and transcend time. For it is through these connections that we not only shape our own destinies but also leave an indelible mark on the world around us.In the tapestry of life, the threads of social skills are woven into every fiber of our being, binding us to the richness of human experience and the boundless potential that lies within each of us. Let us become the artists of our own lives, painting vibrant portraits of connection, understanding, and growth, one brushstroke at a time.篇2The Indispensable Toolkit: Why Social Skills are Vital for College StudentsAs college students, we often find ourselves navigating a whirlwind of experiences, from the intellectual challenges of our coursework to the personal growth that comes with living independently. In this vibrant and ever-changing landscape, one essential tool stands out as a beacon of success: social skills. Just as a carpenter relies on a well-stocked toolbox to craft masterpieces, we too must equip ourselves with the necessary social skills to thrive in the dynamic college environment.Social skills are the adhesive that binds our college experiences together, allowing us to forge meaningful connections and unlock a world of opportunities. They are the keystone that supports the intricate arch of our personal and professional development. Without them, we risk becoming isolated islands, cut off from the vast ocean of knowledge and experiences that define the college journey.Imagine social skills as a finely tuned musical instrument, capable of producing harmonious melodies that resonate with those around us. Communication, the backbone of social interaction, is the masterful orchestration of words, tones, and gestures, weaving together a tapestry of understanding and connection. Just as a skilled musician can captivate an audience,those with well-honed communication skills can command attention, inspire action, and forge lasting bonds.Effective communication is not merely a matter of speaking; it is an art form that requires active listening, empathy, and the ability to read between the lines. It is the bridge that spans the divide between individuals, allowing us to traverse the depths of perspective and gain insights that would otherwise remain hidden. Without this bridge, we risk becoming trapped in the echo chambers of our own thoughts, unable to fully appreciate the richness and diversity of the world around us.Collaboration, the cornerstone of success in the modern world, is another critical component of social skills. It is the intricate dance of cooperation, where individual talents and strengths are woven together to achieve a common goal. Just as a well-choreographed performance requires seamless coordination among dancers, effective collaboration demands a harmonious interplay of communication, problem-solving, and conflict resolution skills.In the college setting, where group projects and team assignments are commonplace, collaboration becomes a vital currency. Those who possess the social skills to navigate group dynamics, foster inclusivity, and harness the collective genius oftheir peers will find themselves at a distinct advantage, ready to tackle complex challenges and unlock innovative solutions.Furthermore, social skills are the passport that grants access to a world of networking opportunities. They are the invisible threads that connect us to a vast tapestry of professionals, mentors, and potential employers. Just as a skilled sailor can navigate treacherous waters with the aid of a compass, those with strong social skills can chart their course through the intricate web of professional relationships, seizing opportunities and steering their careers in the desired direction.In the realm of personal growth, social skills act as the fertile soil in which our emotional intelligence takes root and flourishes. They enable us to cultivate self-awareness, manage our emotions effectively, and develop empathy – qualities that are essential for building meaningful relationships and navigating the complexities of human interaction.Just as a gardener carefully tends to their plants, nurturing social skills requires dedication, practice, and a willingness to step outside our comfort zones. It may involve attending social events, joining clubs or organizations, or simply engaging in casual conversations with classmates and professors. Eachinteraction becomes a seed, with the potential to blossom into a rich tapestry of connections and experiences.In the grand tapestry of college life, social skills are the golden threads that weave together the vibrant strands of academic achievement, personal growth, and professional development. They are the invaluable tools that enable us to navigate the intricate maze of human interaction, unlocking doors to opportunities and forging lasting connections.As we embark on our college journeys, let us embrace the power of social skills, for they are the keys that unlock the true potential of our experiences. Just as a skilled artisan wields their tools with precision and purpose, we too must hone our social skills, crafting a masterpiece that resonates with the world around us and leaves an indelible mark on the tapestry of life.篇3The Art of Social Connections: Why Social Skills Are the Palette of College LifeAs a budding artist stepping into the vibrant world of college, I've come to realize that social skills are the brushes that shape our canvas – a masterpiece depicting the rich tapestry of experiences that define our journey. Just as a paintermeticulously selects their tools, honing our social dexterity is crucial for blending seamlessly into the diverse hues of campus life.In this grand studio of higher education, social skills are the palette from which we craft our vibrant self-portraits. Each interaction, every conversation, is a stroke that adds depth and dimension to the ever-evolving canvas of our personal growth. Without these essential tools, our paintings risk becoming flat and one-dimensional, lacking the depth and richness that make a true masterpiece.Allow me to illustrate the significance of social skills through the metaphor of a grand orchestra. In this symphony of college life, each individual is an instrument, contributing their unique voice to the harmonious whole. Social skills are the baton that conductors the intricate melodies of human connection, ensuring that our individual notes blend seamlessly into a captivating symphony. Without the deft guidance of social prowess, our instruments risk falling out of tune, creating dissonance and disarray instead of the beautiful music we aspire to create.Just as a skilled gardener carefully tends to their plants, nurturing social abilities allows us to cultivate enrichingrelationships that blossom into lifelong bonds. These connections are the fertile soil from which our personal growth sprouts, nourished by the shared experiences and diverse perspectives that cross-pollinate within our social circles. Neglecting these vital skills risks leaving our garden barren, devoid of the vibrant blooms that add color and fragrance to our college experience.In the fast-paced world of academia, social skills are the compass that guides us through the intricate labyrinth of networking and collaboration. Each handshake, each introduction, is a step closer to unlocking doors of opportunity that may otherwise remain sealed. By mastering the art of human connection, we increase our chances of forging valuable partnerships, uncovering internships, and ultimately, paving the way for future career success.Moreover, social skills are the adhesive that binds the diverse tapestry of our college community. In this melting pot of cultures, backgrounds, and perspectives, our ability to communicate effectively and empathize with others is the thread that weaves us together into a harmonious whole. Without this crucial bond, the rich tapestry risks unraveling, leaving usisolated and disconnected from the very essence of what makes the college experience so transformative.As I reflect on my own journey thus far, I cannot help but acknowledge the pivotal role that social skills have played in shaping my college experience. Each interaction, every conversation, has been a brushstroke that has added depth and vibrancy to the canvas of my personal growth. Through the art of human connection, I have forged lasting friendships, discovered invaluable mentors, and even uncovered hidden talents within myself that may have otherwise remained dormant.In this grand studio of higher education, social skills are the palette from which we paint the masterpieces of our lives. They are the brushes that blend the vibrant hues of diverse experiences, the baton that conducts the symphony of human connection, and the fertile soil that nourishes the blooms of personal growth. As we embark on this transformative journey, let us embrace the art of social dexterity, for it is the very essence that breathes life into the canvas of our college experience.。

一花独放不是春的英语作文

一花独放不是春的英语作文

一花独放不是春的英语作文One Flower Blooming Does Not Make a SpringThe beauty of nature lies in its delicate balance and harmonious coexistence. A single flower in bloom, no matter how vibrant and captivating, does not truly herald the arrival of spring. It is the collective symphony of life, the orchestration of countless plants, animals, and natural elements, that gives birth to the splendor of the changing seasons.In the grand tapestry of the natural world, every component plays a vital role. The delicate dance of pollination, the intricate web of food chains, the intricate cycles of growth and decay – all of these elements work in tandem to sustain the delicate equilibrium that we call the ecosystem. When one element is missing or disrupted, the entire system can be thrown into disarray, leading to the decline of species and the degradation of the natural environment.The blooming of a single flower, while a sight to behold, is but a fleeting moment in the grand scheme of nature's rhythms. It is the collective awakening of the plant life, the gradual unfurling of buds, the bursting of color across the landscape, that truly heralds thearrival of spring. This symphony of life is a testament to the interconnectedness of all living things, a reminder that we are but one part of a greater whole.To truly appreciate the beauty of spring, we must look beyond the individual flower and see the larger picture. We must understand the complex interplay of factors that give rise to the season's splendor –the temperature fluctuations, the changing patterns of precipitation, the migration of birds, and the delicate balance of predator and prey. It is only by recognizing the intricate web of life that we can truly celebrate the arrival of spring in all its glory.Moreover, the lesson of the single flower extends far beyond the natural world. It is a metaphor for the human experience, a reminder that we are not islands unto ourselves, but rather interconnected beings whose actions and choices have far-reaching consequences. Just as a single flower cannot create spring, a single individual cannot single-handedly transform the world around them.It is only through collective action, through the harmonious collaboration of individuals, that we can bring about meaningful and lasting change. Whether it is addressing global challenges like climate change, or tackling local issues within our communities, the power of unity and cooperation cannot be overstated. By recognizing our interconnectedness and working together towardscommon goals, we can cultivate the kind of spring-like transformation that can truly uplift and inspire.In conclusion, the lesson of the single flower is one of humility, interdependence, and the power of collective action. It reminds us that we are part of a larger tapestry, and that our individual actions, no matter how small, can have a profound impact on the world around us. By embracing this understanding, we can strive to be not just a single flower, but a vibrant and thriving garden – a testament to the beauty and resilience of the natural world, and a reflection of the transformative potential of human cooperation and compassion.。

details of premises 商业英语

details of premises 商业英语

details of premises 商业英语Details of PremisesIn the world of business, the physical space in which a company operates is vital. The premises of a business can greatly impact its success, productivity, and even employee satisfaction. In this article, we will explore the various details of premises that businesses should consider to create an ideal working environment.Location is perhaps the most important factor when choosing premises for a business. A convenient and accessible location can attract more customers and clients, as well as make it easier for employees to commute. Proximity to public transportation, main roads, and commercial areas is crucial in ensuring a steady flow of foot traffic to the business.The size of the premises should be suitable for the type of business and the number of employees. Too small of a space can lead to cramped working conditions, while a too large space can result in wasted resources. Considerations should be made for future growth as well, to avoid the need for relocation in the near future.The layout of the premises should be designed in a way that promotes efficiency and productivity. The flow of people and materials should be smooth, with logical divisions between different departments or areas. An open floor plan can encourage collaboration and communication among employees, while private offices can provide the necessary privacy for certain tasks.Safety and security should also be a priority when selecting premises. Adequate fire prevention systems, emergency exits, and safety protocols are essential to ensure the well-being of employees and customers. Installing security cameras, access control systems, and alarms can deter potential thieves and protect valuable assets.Aesthetics play a significant role in creating a pleasant and welcoming environment. The color scheme, decor, and lighting should be carefully chosen to reflect the company's branding and create a positive atmosphere. Comfortable seating, ergonomic furniture, and proper ventilation are necessary for the well-being and productivity of employees.Another important consideration is the availability of essential utilities and amenities. Reliable and high-speed internet connection is crucial in this digital age, while heating, cooling, and ventilation systems are necessary for a comfortable work environment. Additionally, amenities such as a well-equipped kitchen, clean restrooms, and designated break areas can contribute to a positive work-life balance.Parking facilities should not be overlooked, as they greatly affect both employees and customers. Ample parking space with easy access and sufficient lighting can enhance the overall experience and convenience for everyone visiting the premises. Accessible parking options for disabled individuals should also be provided to comply with accessibility regulations.Lastly, businesses should be mindful of the cost and terms of the premises. Rent, maintenance fees,and utilities expenses should be within the budget, taking into account any potential changes in the future. Lease agreements should be carefully reviewed to ensure favorable terms and conditions that align with the business's objectives and requirements.In conclusion, the details of premises are crucial in creating an ideal working environment for businesses. Factors such as location, size, layout, safety, aesthetics, utilities, amenities, parking, and cost should all be taken into consideration when choosing premises. By carefully considering and addressing these details, businesses can create a space that promotes productivity, attracts customers, and enhances employee satisfaction.。

协同作战英语

协同作战英语

协同作战英语In a world where collaboration is key, the art of working together is paramount. It's not just about individual effort; it's about how we can combine our strengths to achieve a common goal.In the realm of English language learning, this principle is no different. Students from different backgrounds come together, each bringing their unique perspectives and skills to the table. The challenge is to find a way to communicate effectively, understanding that each person's input is a valuable part of the whole.The beauty of English as a global language is that it fosters a sense of unity among diverse cultures. It's a bridge that connects people from all walks of life, allowing them to share ideas and experiences that might otherwise be lost in translation.When we approach English with a mindset of collaboration, we open ourselves up to a wealth of knowledge. We learn to appreciate the nuances of language and the subtleties of communication that can only come from engaging with others.In the end, the true power of English is not in its grammar or vocabulary, but in its ability to bring people together. It's a tool for building relationships, for understanding, and for creating a sense of community thattranscends borders and boundaries. And that's a lesson worth learning in any language.。

建筑方案英文名词

建筑方案英文名词

建筑方案英文名词Architectural Scheme: An OverviewArchitecture plays a crucial role in shaping the built environment and reflecting the cultural, social, and technological advancements of a society. But how are these architectural visions and ideas translated into reality? This is where architectural schemes come into play. In this essay, we will explore various aspects of architectural schemes, including their definition, components, and significance.To begin with, an architectural scheme refers to a comprehensive plan or proposal that outlines the design, spatial organization, and construction of a building or a complex of buildings. It serves as a blueprint that guides the architects, engineers, and other stakeholders involved in the project throughout the design and construction process. The primary goal of an architectural scheme is to articulate the intended spatial and aesthetic qualities of a structure while considering functional, environmental, and economic factors.Architectural schemes comprise several essential components. Firstly, they include design concepts and principles that drive the overall vision and aesthetic character of the building. These concepts often incorporate ideas such as form, function, proportion, and materials selection. Moreover, architectural schemes comprise detailed drawings and plans, including site plans, floor plans, elevations, sections, and 3D models. These drawings provide a visual representation of the proposed design and facilitate communication among the project team.In addition to design elements, architectural schemes also address technical considerations such as structural systems, building materials, and mechanical, electrical, and plumbing (MEP) systems. These aspects ensure that the building is safe, efficient, and sustainable. Furthermore, an architectural scheme may include a project timeline and budget estimate to manage resources and ensure the project's completion within a specified timeframe.Architectural schemes cater to various sectors, including residential, commercial, educational, healthcare, and cultural. Each sector has its unique requirements and considerations, which shape the architectural scheme accordingly. For instance, in the residential sector, the scheme may emphasize functionality, privacy, and creating a comfortable living environment. On the other hand, in the commercial sector, the scheme might prioritize maximizing space utilization, promoting brand identity, and attracting customers.The significance of architectural schemes cannot be overstated. They serve as a platform for creativity, allowing architects to express their ideas and explore innovative design solutions. Through the development of architectural schemes, architects can test and refine their ideas, ensuring that the final design meets the client's needs and expectations. Furthermore, architectural schemes serve as a means of communication between architects and clients, enabling a clear understanding of the design intent and facilitating effective collaboration.Architectural schemes also play a crucial role in obtainingapprovals and permits from regulatory authorities. These schemes demonstrate compliance with building codes, zoning regulations, and environmental standards. Additionally, they serve as a valuable tool for contractors and construction teams, providing detailed information on how to execute the design and ensuring that all parties involved are on the same page.In conclusion, architectural schemes are vital components of the design and construction process. They provide a comprehensive plan that encompasses design concepts, technical considerations, project timelines, and budgets. Architectural schemes facilitate communication, ensure compliance with regulations, and guide the realization of architectural visions. Through the creation of these schemes, architects can articulate their ideas, collaborate effectively, and transform their visions into tangible structures that shape the built environment.。

wison modularization

wison modularization

WISON MODULARIZATIONModular Construction for PetrochemicalsWhat is Modularization?☐Primarily a strategy for the construction stage, originally developed for offshore oil industry.☐Modules are complete preassemblies of equipment, bulk materials and components.☐Fabricated offsite into a steel structure to be transported and installed at another location.☐CAPEX Reduction☐Shorter Schedule☐Lower Construction Risk☐Site & Logistics Risks☐Weather & Climate Issues☐Labor and Skills Shortages☐Safety & Security Concerns☐Improved Quality Control☐Reduced Environmental Impact Source: Hydrocarbon Processing☐CAPEX Trends and Impact☐Contract Types and Strategy☐Modularization Basics☐Modularization Roadmap Source: Hydrocarbon ProcessingThe elements of CAPEX have increased substantiallyPetrochemical CAPEX is expected to fall by10-15%Global chemicals capital investment has peakedClearly CAPEX substantially affects project returnsThere's more than one way to skin a cat!Contract Types and StrategyO W N E R ’S R I S KResponsible for cost, schedule & qualityProvide small team for quality controlResponsible for cost, schedule & qualityProvide services (e.g. PMC)PRIME CONTRACTOROWNERReimbursable ConstructionReimbursable Procurement& ConstructionFully LSTKReimbursableA Contractor’s LSTK quote will include its “risk premium”Contract Types and StrategyCould modularization provide the Project of lower CAPEX and lower risk?LSTKReimbursableAccountability Contractor fully accountableOwner has multiple points of accountabilityRisk Contractor holds risk Owners holds risk Time Fixed date for completion No fixed completion schedule PriceFixed price contractSchedule of Rates/Cost PlusProcurement Contractor responsible for procurement Procurement as agent for the owner only Quality/Performance GuaranteeContractor guarantees performance ofcompleted facilityContractor does not provide performanceguaranteesOwner's Involvement Contractor in control Owner in controlDefective works/servicesContractor to rectify any defectsAssists owner to manage rectification ofdefectsMan-hour Density is the Key✓Take the stick-built plot plan✓Identify the labor intensive sectionsof construction (highlighted red)✓Aggregate where feasible✓Construct off-site in modules✓Transport modules to siteAre Benefits of Modularization>Price for those Benefits?Especially relevant for North American projectsModularization has evolvedMass Module BuildShipyardMass productionOverseas Module BuildSea transportSpecialist yardLocal Module BuildRoad transportLocal yardSite Pre-Assembly BuildMinor workshop assembliesOff plot construction facilitySite Stick BuildBuild in placeStandard practice •The trend has been from minor offsite assemblies to mass module builds•Modularization must always provide a benefit at acceptable cost and risk•It has termed the “generation” stages of modularizationModular“1st Generation”•Pipe Racks and Pre-assembledracks•Vendor assembled racks and unitsModular“2nd Generation”•1st Generation plus•Equipment or Preassembled Units•Pre-dressed Vessels•40% of equivalent stick-built hoursrelocatedModular“3rd Generation”•Modularization drives layout•Standardized designs•Maximum collaboration betweenOwner, Engineering, Procurement,Construction, PM and Fabricator.•60-90% of equivalent stick-builthours relocated•Substantial CAPEX decreaseWhat kind of Modules can be chosen::Process unit Module Staircase Module Industrial Building Module Pipe rack ModuleWISON Modularization Basic ConceptWISON Modular Design Ideas⏹It’s always been the limit of modular design idea by constructionroom ,module size, lifting condition and so on. Exactly, the above limitation may let the modularization projects face more constraint.⏹For modular project, much more man-hour is cost in design stage.⏹Prefabrication is different from modularization but only one of theappearances. Actually, modularization means more fine layout, standard arrangement and highly prefabrication in factory.WISON Modularization Acceptance Reasons⏹But,Modular products with higher quality, save more construction room and time, and thereby save more human cost at construction site. On the other hand, with highly prefabricated in factory, HSE is better controlled.Moreover, manufacturing plants provide better construction environment and minimized the effect of bad weather.⏹Above all, whole project cycle is shortened greatly. It is the biggest advantageof modularization projects.Massively Reduce of Site Human Cost –Reduce a large number of site labor, that iswhy many projects in Europe,Australia &North America adopt modular design.With the increase in labor cost, not only European and American owners but also Asian and African owners carry out modularprojects in some area.Geography or Climate Limit–Usually, contractors don't have enoughconstruction time at the short periodlocations that has complex geographyand bad weather conditions,for example, YAMAL LNG Project, which is located at Siberia near arctic circle in Russia.Whole Schedule Control for Project–Because module fabrication and foundationpouring are simultaneous and less timeconsuming for site installation,lots ofproject period can be massively reduced.High-quality Prefabrication–Prefabrication can supply better welding, better assembly than traditional construction site.Standard design–Modular design promote the equipmentlayout and piping arrangementmore compact and more reasonable.On this basis, the same functionmodules can be reused in different projects.Standard design is helpful to quality control not only at design stage but also at fabrication stage.Package core technology –The core process packages are the core benefit of enterprises, to increase confidentiality and lift overall sales, more and more companies make core process packages into module, like WISON’s partners, UOP and B&V.WISON is also conducting research on pyrolysisfurnace modular method.WISON Modular DesignWhat we can supply in different stage of Design⏹Pre-FEEDFeasibility, philosophy and criteria on ModularizationProvide a complete and operational concept of concept modular design, The work should be done together with logistics company.⏹FEEDBase on the concept modular design, developing modularization, including cutting drawings, the related technical requirements and shipping reinforcement scheme etc.⏹Detail DesignConsidering all affecting factors in detail modular design with over 24 Loading Combination for Structure, sea fasten, temporary support etc.From Design to Fabrication☐Process Simulation☐PFD☐Intelligence P&ID☐3D model☐Modular Design☐Module FabricationStudy of Modularization Plot Plan Example of 1,800 KTA GTM ProjectDigitization Related Modularization SP3D can be used in thewhole process of modulardesign, drawings anddiagrams are published byWBS. When modulepartition is updated, 3Dmodel will be updatedaccordingly.Matching Smart Plant 3D & SPPIDMatching of SP3D & SPPID has achieved the integration of digitization and modularization. It can guarantee the design quality from software level.Smart Plant FoundationDetail Design Relate with FabricationBarge Shipping Load Combination for Structure Discipline★Other Loads Combination is SimilarShipping Fixing for PipesBarge Deck Displacement CalculationSPMT Calculation Model(Staad.Pro)Module Arrival Analysis PlanT1 Pipe-rack Module Erection SequenceT3 Pipe-rack Module Erection SequenceRoad Transportation ExampleLifting AnalysisT1 PIPE RACK MODULE LIFTING SECTION Crane Type:DEMAG CC2800Opening Mode: SSL Main Boom: 54m Superlifting: 50 t Radius: 22m SL-Radius: 15m Rate Losd: 138t Acture Load: 102t Loading Rate: 74%Crane Type:DEMAG CC2800Opening Mode: SSL Main Boom: 54m Superlifting: 0 t Radius: 12m SL-Radius: 15m Rate Losd: 253t Acture Load: 102t Loading Rate: 40%Module TIPR01 unloading sectionModule T1PR01Lifting to location sectionT1 Pipe rack Module Lifting ElevationLifting Calculation Model(Staad.Pro)T1 Pipe rack Module Lifting ModelLifting ExamplePipe Rack Lifting PlanLifting3D DrawingEquipment Group Module Calculation ExampleEquipment Group Module ExampleSaudi No.9 Pyrolysis Furnace Modular ProjectPipe Rack in front of No.9 Furnace Module Model☐Brown members aretemporary during barge☐Blue members arepermanent。

优才计划英语

优才计划英语

优才计划英语Unveiling the Excellence: The Talent Scheme in EnglishDive into the world of exceptional opportunities where the Talent Scheme stands as a beacon for aspirants, a gateway to a realm where potential meets possibility. This program is not just a mere initiative; it's a comprehensive blueprintfor nurturing and empowering the best minds. Imagine a platform that not only recognizes talent but also provides a fertile ground for it to flourish. This is the essence of the Talent Scheme in English, a dynamic and innovative approach to education that aims to elevate the skills and knowledge of its participants.The Talent Scheme is designed to identify and cultivate the latent abilities of individuals, providing them with a robust platform to showcase their linguistic prowess in English. It's a celebration of linguistic diversity, a recognition of the power that lies within the mastery of the English language. This program is tailored to challenge and inspire, offering a curriculum that is both rigorous and rewarding. It's a journey of self-discovery, where participants are encouraged to push the boundaries of their capabilities and to explore the depths of their potential.With a focus on communication, critical thinking, and creativity, the Talent Scheme in English is more than just a language course; it's a holistic development program. Itequips individuals with the tools necessary to excel in a globalized world, where English is often the lingua francafor business, academia, and diplomacy. The curriculum is meticulously crafted to enhance fluency, expand vocabulary, and refine grammatical accuracy, all while fostering a deep appreciation for the nuances of the English language.Participants embark on an enriching voyage through a variety of modules, each designed to hone specific skills. From public speaking to creative writing, from business correspondence to literature appreciation, the Talent Scheme offers a diverse and engaging learning experience. It's a program that adapts to the needs of its participants, providing personalized feedback and guidance to ensure each individual can reach their full potential.Moreover, the Talent Scheme in English fosters a community of learners, where collaboration and peer support are integral to the learning process. It's an environmentthat encourages the exchange of ideas, the sharing of knowledge, and the mutual growth of all involved. This sense of community is a cornerstone of the program, creating a supportive network that extends beyond the classroom.In conclusion, the Talent Scheme in English is more than a program; it's a transformative experience that can unlock the doors to new opportunities and horizons. It's a testament to the power of education and the limitless potential of human talent when given the right tools and environment to thrive. Join the ranks of those who have embraced thechallenge, and let the Talent Scheme in English be the catalyst for your journey to linguistic excellence.。

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A Scheme for A g e n t C o l l a b o r a t i o n in O p e n M u l t i a g e n t E n v i r o n m e n t sEi-Ichi OsawaSony Computer Science Laboratory Inc.3-14-13 Higashi-gotandaShinagawa-ku, Tokyo, 141JAPANAbstractIn multiagent planning, an agent sometimes needs to collaborate with others to construct complex plans, or to accomplish large organizational tasks which it cannot do alone. Since each agent in a group may have incor-rect beliefs about the world and incomplete knowledge, and because agent's abilities differ, constructing a co-ordinated collaborative plan among agents is a difficult proposition. In previous work [Osawa and Tokoro 92], we developed a scheme for constructing collaborative plans from the. possibly incomplete, individual plans of agents. This scheme was designed to provide availability-based assignment of goals to agents, and opportunistic collab-oration to distributed planning in open multiagent envi-ronments based on the contract net. In this paper, we formalize incomplete individual plans and collaborative planning among rational agents using the Multi-World Model, and provide a utility-based model for rational choice of actions. Agents can effectively balance work-loads based on the utility theory. A condition for incom-plete collaborative plans is also presented.1 I n t r o d u c t i o nIn multiagent planning, agents try to achieve goals, which can be independent, shared, or competitive. Re-searchers have attempted to address the problem of coordinating interacting plans so as to increase effi-ciency. The subject of coordination has been of continu-ing interest in multiagent planning [Corkill 79, Georgeff 83, Zlotkin and Rosenschein 90, Martial 90. Osawa and Tokoro 92, Ephrati and Rosenschein 92, K inny e t al. 92]. Martial has investigated how planning agents can positively cooperate in distributed environments [Mar-tial 90]. Many previous papers on distributed coordi-nated planning mainly focused on how to resolve con-flicts [Corkill 79, Georgeff 83]. Martial, however, studies situations where a positive effect can be reached, as mod-eled by his favor relation. We also focus on the positive effect of cooperation in terms of collaborative plan con-struction, and have developed a scheme for constructing collaborative plans among agents based upon their, pos-sibly incorrect, beliefs and partial (incomplete) knowl-edge of the world [Osawa and Tokoro 92]. The partiality of agents1 skills and inconsistencies among agents1 beliefs in open multiagent environments are not well treated in most of the previous work involving multiagent planning.In Martial's method, agents broadcast their plans at any time and at different levels of abstraction, so that they may refine their plans in a coordinated way. His method is based on the assumption that there is a col-lection of autonomous intelligent agents which communi-cate about, planned actions ahead of time. In our scheme, the investigation of possible positive cooperation (collab-oration) is taken into account when the need for help ac-tually arises. The scheme is designed to provide flexible decomposition of goals, availability-based assignment of goals to agents, and opportunistic collaboration to dis-tributed planning based on the contract net proposed by Davis and Smith [Davis and Smith 83]. These features of the scheme are designed to cope with the uncertainty and dynamic nature of open multiagent environments.In the collaborative planning, agents are presumed to rationally take three factors (obstacle elimination, work-load balancing, and cost effectiveness) into account to decide which actions will be performed by each agent in a collaborative plan. The rationality makes it possible for every agent to make a good choice among alternative plans in individual plan construction. Additionally, it enables agents to expect certain decisions and behavior from other agents in collaborative activities. The role of rationality in collaborative planning is illustrated in previous work [Osawa and Tokoro 92], however, the for-mal treatment, of collaboration and the rational decisions among agents still needs to be addressed.In this paper, we formalize collaborative planning among rational agents using the Multi World Model [Na-gao 93], and provide a utility-based model for rational choice of actions with which agents can effectively bal-ance the above mentioned factors. A condition for in-complete collaborative plans is also presented.The organization of this paper is as follows. In Sec-tion 2, we will present the outline of the collaborative plan scheme proposed in [Osawa and Tokoro 92]. Sec-tion 3 gives a formal model of individual planning of rational agents based on the Multi-World Model [Na-gao 93]. In Section 4, we formalize the process of inves-tigating the possibility of collaboration among individ-ual plans. Section 5 gives a formal model for a rational choice of actions from the initial individual plan. Sec-tion G contains our conclusions. Relation to other work has already been discussed in this section.352 Distributed Al2 Collaborative Plan Scheme OutlineLarge, multiagent systems can be viewed as open dis-t r i b u t e d environments. T h u s, agents have inconsistent and partial w o r l d views. In multiagent cooperative plan construction, several agents m u t u a l l y generate collabo-rative plans by inference based on their own beliefs and partial knowledge about the world. Therefore, m u t u a l planning is confounded by disparities in agents' world knowledge.In a multiagent system, an agent may have a goal or task which it cannot do alone. Contract-net proto-col [Davis and Smith 83] provides a way for an agent who needs help (the requestor) to dynamically decom-pose the task into subtasks, and to allocate the subtasks to other agents (requestees) through negotiation. T h e contract-net protocol also provides dynamic and oppor-tunistic control.In open distributed environments, services, process-ing capacity, and the connection topology of c o m p u t i n g elements are continuously changing. At the same time, the granularity of agents and plans are changing dynami-cally. Also agents are heterogeneous. A l t h o u g h contract-net type organization schemes are usually preferable in open distributed environments because of their dynamic nature, a multiagent system embodies additional com plexity which makes application of the contract-net dif-ficult.T w o such problems in the contract-net occur in de-composition and task allocation. W h e n the requestor first decomposes the task, its fixed decomposition of the task may not suit the open distributed environment,. Not only may it not know what agents are currently available, but it also may not know the changing skills of poten-tial requestees. The requestor then selects one agent per subtask through negotiation, and allocates the subtask to that agent. No single agent may have a plan to achieve the subtask alone. Even though subcontracting is pos-sible, this fixed task allocation strategy, which assigns a subtask to only one agent, may result in an ineffective hierarchy of subcontracts.If we apply the contract-net protocol to hierarchical multiagent planning, the problems become more seri-ous. The requestor wants some agent to accomplish a goal, but if it does not have sufficient knowledge to de-compose a complex goal properly in an open distributed environment, it cannot ask any single agent to achieve the goal. Its task allocation strategy fails. Therefore, we need a more flexible strategy for selecting requestees.Suppose t h a t the requestor can somehow select sev eral agents as collaborative requestees. This raises some questions. W h a t information should the requestor pro-vide to those requestees? In other words, what informa-tion is necessary for the requestees to m u t u a l l y construct collaborative plans? Also, how should the m u t u a l plan construction be coordinated and organized?T h e scheme proposed in [Osawa and Tokoro 92] is designed to provide flexible decomposition of goals, availability-based assignment of goals to agents, and op-portunistic collaboration to distributed planning par-tially based on the contract net proposed by Davis and S m i t h [Davis and S m i t h 83]. These features of the scheme are designed to cope w i t h uncertainty and the dynamic nature of open multiagent environments.In the collaborative plan scheme, an agent who needshelp dynamically organizes a group. T h e agent first announces a request for proposals (R F P) by sending a message to a bulletin board agent. Agents who readthe R F P and can construct an individual plan for the request, even if incomplete, send their individual plansto the originating agent, hereafter referred to as the re-questor. The requestor then investigates possible col-laboration among potential requestees. If collaboration seems possible, the requestor gives collaborative awards, along w i t h suggestions for collaboration, to the reques-tees. A suggestion for collaboration given to a reques-tee agent contains: (1) E x p l i c i t obstacles of the other collaborating agents which the agent may possibly re-solve; (2) Actions which collaborating agents may per-form. The suggestions set up a partial model for pre-dicting the other agent's actions. Using these sugges-tions, along w i t h its initial individual plan and beliefs, each collaborating agent constructs a collaborative plan through inference. In collaborative plan construction, each agent decides on the actions it should perforin, the actions the other agents would perform, and the actions both agents will achieve jointly. In the process, each agent takes three factors into account: the eliminationof obstacles of other agents, balancing of the workload among agents, and cost effectiveness. This whole processcan be summarized as follows.1. Requestor sends a request for proposal (R F P) to thebulletin board agent2. Free agents1 request the bulletin board to provide astored R F P3. Bulletin board sends R F P to requesting free agents4. Free agents generate individual plans5. Free agents send individual plans, if any. to the re-questorG. Requestor investigates the possibility of collabora-tion (computes suggestions for collaboration)7. Requestor sends collaborative awards to requestees(out. of free agents)8. Requestees construct collaborative plans3 Individual Planning of RationalAgentIn this section, we present a. model for individual plan generation by rational agents. In the model, the beliefsof an agent at time t arc modeled by a first-order ax-iomatic system, which is called a world. Operators are represented by a transition from one world to another. Therefore, a plan can be viewed as a chain of operators which connect several worlds. This model is based onthe Multi-World Model [Nagao 93].3.1 Belief Model of AgentOsawa 353is used for entailment from a single world. Later,we introduce entailment based on consistent inheritanceof propositions from previous worlds, which is called en-tailment with consistent inheritance.3.2 O p e r a t o rEach agent maintains a library of operators that it mayexecute. Operators in the library are generic functionsthat are represented in the following form:where are propositionsthat hold before (after) the operator is executed. P re-conditions and effects are sometimes written as precondsand effects. Also, each operator is associated with a tem-poral variable T, and an execution time cost r which isthe expected cost of the operator. The cost of the oper-ator is predicted from an agent's working environment.The arguments of an operator in the library, Agent,Parameters, T, preconds, and effects, are instantiatedwhen the operator is invoked.The functions agt, pars, time, cost, pre, and eff,which are used in the following definitions, are functionsthat take an instantiated operator and return its respec-tive argument, agent, parameters, t, T, preconds, and ef-fects.Operators are defined as follows.D e f i n i t i o n 3 (O p e r a t o r (d e f i n i t i o n a t t e m p t))3.3 A b d u c t i o nAbduction is a special kind of transition between worlds.An operation that translates a world into another worldby introducing an hypothesis p (p is atomic) is calledabduction.The difference between an operator and an abduc-tion is that the former is obtained by instantiating somegeneric function in the library, while the latter is not lim-ited in that way. Abduction is used to introduce unsatis-fied operator proposition preconds into a world*. Theseresulting propositions are called hypotheses. The hy-pothesis introduced by abduction is associated with itsIf we allow abduction, an agent may introduce arbitraryhypotheses, sonic of which might, be irrelevant to the agent'sgoal. In order to avoid abducting these irrelevant hypotheses,agents need to have a control strategy for abduction. Thisis done based on the cost of subplans, including abductedhypotheses, computed dynamically in the course of planning.With the cost, agents are able to calculate the utility of thegoal. The details of this are discussed in Subsection 3.6cost, since the hypothesis will be achieved by executingsome operator. The semantics of the cost will be dis-cussed in Subsection 3.6 of this section.3.4 O p e r a t o r SequenceA transition from one world to another by way ofa chain of operators and abductions is called anoperatar sequence .Now, we define entailment with consistent inheritanceand extend the definition of the operator. In the previ-ous definition of the operator, the preconds of the opera-tor are restricted to be solely entailed from the world inwhich the operator will be applied. However, if there isa chain of several worlds which are connected through asequence of operators, not only the world in which theoperator will be applied, but also some previous world inthe chain, will entail a proposition in preconds. There-fore, we need to extend the definition of operators. Forthat purpose*, we first define entailment with consistentinheritance. This inference rule is analogous to the de-fault rules in nonmonotonic reasoning [R.eiter 8()].354 Distributed AlWe will now define the cost of plans, worth of goals, andutility of goals.where cost is the cost of operator If is anabduction, cost is the abduction cost.Now, we more precisely characterize the abductioncost. Individual plans in the; collaborative planningscheme can be incomplete [Osawa and Tokoro 92]. Aswe stated above, an incomplete plan is a plan which in-cludes hypotheses introduced by abduction. The costof hypothesis can be viewed as the maximum expectedcost that the agent will pay to satisfy the proposition. Inother words, the cost of abducted hypothesis for agent acan be viewed as the worth of p for agent a. Worth canbe given to any goal as well as any hypothesis.D e f i n i t i o n 12 (W o r t h of Goal) The worth of a goalfor an agent is the maximum expected cost that the agentwill pay to satisfy the goal3. Function worth is a binaryfunction over agents and goals (or hypotheses) that des-ignates the worth of the goal (or hypotheses) for theagent.If we know the worth of a goal, we can define the utilityof the goal.D e f i n i t i o n 13 (U t i l i t y of Goal) The utility of goal gfor agent a is calculated by the following formula.3.7 Best P l a nD e f i n i t i o n 14 (Best plan) The plan in PLAN(a,g)that has the minimal cost is called the best plan for goalg of agent a.D e f i n i t i o n 15 (R a t i o n a l agent) Rational agent achooses the best plan out of PLAN(a.g) for goal g aslong as the utility of the. goal is positive. If there is nobest plan, rational agents abandon trying to achieve thegoal.If a rational agent is asked to propose a plan for thegoal, it will choose the best plan, and propose it as itsown individual plan.(Example) We will use the following example through-out this paper (see figure 1). The goal in this example isfor agent a 3 to have block b in room . We assume thatagent a3 knows that by performing trans(Agent, a3,b),it can hold block b. However, since some parts of theprecondition of the action, i.e. (holding (Agent, b)in( Agent, )), don't hold at this moment, it needs toask other agents to achieve this goal, conditioned by thefact that block b is not in room at this moment. There-fore, the agent sends a RFP, which includes asking g ex3T h i s view of w o r t h is discussed in [Z l o t k i n and Rosen -schein 89]. We generally f o l l o w their idea. A l s o, we assumet h a t such an u p p e r b o u n d exists.Osawa 3555 Rational Choice of Subplans fromIndividual Plan in CollaborationAn agent, who is given a collaborative award tries to construct its contribution according to the collabora-tive plan by refining the individual plan which it pro-posed. The refinement mainly consists of choosing sub-plans from the individual plan. A formal model of ra-tional decision with which agents can effectively choose their actions is presented in this section. We first define two meta-operations, hypothesiz e and commit, on opera-tors in plans. Second, we show criteria with which agents decide 1 what actions they will execute. With these meta-operations and criteria, we finally present how agents rationally choose their actions in collaborative planning. 5.1 H y p o t h e s i z i n g and C o m m i t t i n gWe define two operations, hypothesi ze and commit* which are utilized in collaborative planning. D ef i n i t i o n 18 (Hypothesizing) Operation hypothesiz e takes operatorand makes it, an abduction ah with zero cost.Suppose a certain operator is included in both individ-uals' plans. If one of the collaborating agents executes the operator, the other agent can view the cost of the operator as zero.D e f i n i t i o n 19 (C o m m i t t i n g ) The commit operation (commit(a.op)) commits agent a to execute operation op.Committing will be applied to an operator which sup-ports a hypothesis of the other collaborating agents. Op-erators which are committed cannot be hypothesized. 5.2 C r i t e r i a for Choosing A c t i o n s fromI n d i v i d u a l P l a nThe following two criteria are taken into account when agents choose actions from their initial individual plans. • Obstacle detection a n d e l i m i n a t i o n : Hypothe-ses included in individual plans can be regarded as explicit obstacles to the agent's plan, since they can356 Distributed AlThe subplan of the other collaborating agent, whichachieves the hypotheses, needs to be chosen by theagent. If the subplan is not chosen, the hypothe-ses remain unsatisfied, and the overall collaborativeplan remains incomplete. If the collaborative planis incomplete, a new collaborative plan is formedamong agents using the the same protocol. Thegoal of this plan is the unsatisfied hypotheses of thefirst collaborative plan, in other words other agentshelp to complete the first plan. Since this entireprocess can be expensive, it would be better for thecollaborating agent, whose subplan supports the hy-potheses of the other agent, to choose the subplan tobe executed. The choice can be regarded as obstacle,elimination.• W o r k l o a d balancing: Each collaborating agentestimates the worth of the goal which collaboratingagents are trying to achieve. Collaborating agentsare willing to expend effort to achieve the goal,however the effort should not exceed the worth ofthe goal for the particular agent. Therefore, theworkload of each collaborating agent should be bal-anced according to the utility which each agent willgain from the achievement of the goal. This shouldbe done based on the utility equalization principle,which is defined below.[U t i l i t y E q u a l i z a t i o n rinciple] In collaborationamong agents, the utility which each agent will gain fromthe collaborative goal should be as equal as possible.To make this principle operational, collaboratingagents need to know the worth of the goal to the partner.In the following discussion, we assume that the worth ofthe goal for each agent, worth((a2,g) and worth(a1. g).are known to both collaborating agents, a1 and a2.5.3 Choosing A c t i o n s f r o m I n d i v i d u a l P l a nWe describe how the collaborating agents choose opera-tors from their initial individual plans. In the followingdescription, agent a1's choice is described. The choiceprocess of agent a2 is identical. We assume that the col-laborating plan is denoted asand each plan planual plan is done through the following two steps:1. Committing operators that support the hypothesesof the other agents2. Identifying interchangeable subplans (defined be-low) and making choices (committing)Let INT denote a binary predicate over operatorsthat is true if and only if its arguments are interchange-able plans.Osawa 3576 Concluding Remarks and FutureW o r kWe have presented a formal model for generating col-laborative plans from, possibley incomplete, individual plans in multiagent domains. Also, we have developed a utility-based model of rational choice with which agents can rationally decide which actions will be performed by each agent in a collaborative plan. Given a goal, a rational agent generates the best plan with respect to its utility, which is calculated by subtracting the cost of the plan from the worth of the goal for that agent. The choice of activities in collaboration is guided by two cri-teria; (1) the m a x i m u m completeness (obstacle detection and elimination), and (2) the u t i l i t y equalization prin-ciple. If the resulting collaborative plan still contains an unsupported hypothesis, the plan is incomplete. T h e plan can be made complete by forming another collabo-rative group w i t h agents who have the skills necessary to achieve the hypotheses, using the hypotheses as goals.We are currently working on the following extensions: (1) I m p l e m e n t i n g the proposed scheme; (2) Theoretical analysis on computational complexity of the collabora-tion scheme; (3) Incorporating a learning capability into agents, so that successful collaboration can be reutilized again w i t h o u t the overhead of organizing a group.References[Corkill 79] Daniel D. Gorki 11. Hierarchical Planning in a Dis-tributed Environment. 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