Stimuli presented during action planning affect the planning process depending on their compatibility with arbitrary action effects

2006 ◽  
Author(s):  
Michael Ziessler ◽  
Dieter Nattkemper ◽  
Stefan Vogt ◽  
Samuel Ellsworth ◽  
Jonathan Sayers
Keyword(s):  
Planning Process ◽  
Action Planning ◽  
Action Effects ◽  
Arbitrary Action

Increasing Quality and Patient Outcomes with Staff Engagement and Shared Governance

2021 ◽  
Vol 26 (2) ◽  
Author(s):  
Deborah Brennan ◽  
Lori Wendt
Keyword(s):  
Shared Governance ◽  
Planning Process ◽  
Gap Analysis ◽  
Team Building ◽  
Hospital Setting ◽  
Action Planning ◽  
Governance Structure ◽  
Interdisciplinary Teams ◽  
Clinical Nurses ◽  
Governance Process

The shared governance structure is a nursing practice model which is a hallmark of engaging the front line team into the role of leading practice excellence. The main principles of shared governance include ownership, accountability, empowerment, team building, leadership, innovation, autonomy, and practice equity. Combining these key shared governance principles with formal models can drive sustainable action planning for improvement. This article offers an exemplar describing how we improved shared governance in a community hospital setting. After evaluating findings from a gap analysis, we incorporated guiding frameworks such as the A3 action planning process; the Plan, Do, Check, Act cycle; and Lean methodologies to increase nursing engagement in the shared governance process. Clinical nurses and interdisciplinary teams developed action plans for quality and patient satisfaction improvements. We describe specific improvements to our process, offer examples of our improved outcomes, and discuss essential shared governance factors that were critical to our successes.

scholarly journals Infants in Control: Prospective Motor Control and Executive Functions in Action Development

2018 ◽  
Author(s):  
Janna M. Gottwald
Keyword(s):  
Motor Control ◽  
Cognitive Control ◽  
Executive Functions ◽  
Visual Information ◽  
Motion Tracking ◽  
Planning Process ◽  
Action Planning ◽  
Sources Of Information ◽  
Action Sequences ◽  
High Level

This thesis assesses the link between action and cognition early in development. Thus the notion of an embodied cognition is investigated by tying together two levels of action control in the context of reaching in infancy: prospective motor control and executive functions. The ability to plan our actions is the inevitable foundation of reaching our goals. Thus actions can be stratified on different levels of control. There is the relatively low level of prospective motor control and the comparatively high level of cognitive control. Prospective motor control is concerned with goal-directed actions on the level of single movements and movement combinations of our body and ensures purposeful, coordinated movements, such as reaching for a cup of coffee. Cognitive control, in the context of this thesis more precisely referred to as executive functions, deals with goal-directed actions on the level of whole actions and action combinations and facilitates directedness towards mid- and long-term goals, such as finishing a doctoral thesis. Whereas prospective motor control and executive functions are well studied in adulthood, the early development of both is not sufficiently understood.This thesis comprises three empirical motion-tracking studies that shed light on prospective motor control and executive functions in infancy. Study I investigated the prospective motor control of current actions by having 14-month-olds lift objects of varying weights. In doing so, multi-cue integration was addressed by comparing the use of visual and non-visual information to non-visual information only. Study II examined the prospective motor control of future actions in action sequences by investigating reach-to-place actions in 14-month-olds. Thus the extent to which Fitts’ law can explain movement duration in infancy was addressed. Study III lifted prospective motor control to a higher that is cognitive level, by investigating it relative to executive functions in 18-months-olds.Main results were that 14-month-olds are able to prospectively control their manual actions based on object weight. In this action planning process, infants use different sources of information. Beyond this ability to prospectively control their current action, 14-month-olds also take future actions into account and plan their actions based on the difficulty of the subsequentaction in action sequences. In 18-month-olds, prospective motor control in manual actions, such as reaching, is related to early executive functions, as demonstrated for behavioral prohibition and working memory. These findings are consistent with the idea that executive functions derive from prospective motor control. I suggest that executive functions could be grounded in the development of motor control. In other words, early executive functions should be seen as embodied.

Social Enterprise in Taiwan

2020 ◽  
pp. 260-275
Author(s):  
Yi-jung Wu
Keyword(s):  
Social Welfare ◽  
Social Enterprise ◽  
Planning Process ◽  
Action Plan ◽  
Action Planning ◽  
Social Enterprises ◽  
Past Century ◽  
Policy Integration ◽  
Modern Development ◽  
The Government

In “Social Enterprise in Taiwan: Economic and Social Welfare Transition,” the author introduces the economic and welfare journey of Taiwan over the past century and discusses how the newly blossomed business model of social enterprise shapes the social welfare and economic disciplines in the modern development of Taiwan. The implication of social enterprise starts in 2007. The planning process reveals the interdependency between economic and welfare development and extends the discussions to public–private collaboration on resolving social problems. In 2014, the government announced its phase-one plan “2014–2016 Social Enterprise Action Plan.” The Ministries of Labor, Economic Affairs, Interior, and Health and Welfare have collaborated for policy integration and action planning since then. By the end of 2019, there were 455 various-sized enterprises registered on the list of social innovative organizations. Many social enterprises progress to become B corporations. By November 2019, there were already 25 B corporations in Taiwan, with 8 of them honored as “the best for the world 2019.”

Flexible weighting of body-related effects in action production

2020 ◽  
Vol 73 (9) ◽  
pp. 1360-1367
Author(s):  
Guillaume Thébault ◽  
Roland Pfister ◽  
Arthur-Henri Michalland ◽  
Denis Brouillet
Keyword(s):  
Action Planning ◽  
Tactile Feedback ◽  
Common Mechanism ◽  
Action Representation ◽  
Loud Tone ◽  
Integration Process ◽  
Action Effects ◽  
Planning And Control ◽  
And Control ◽  
Weak Influence

A previous study on ideomotor action control showed that predictable action effects in the agent’s environment influenced how an action is carried out. If participants were required to perform a forceful keypress, they exerted more force when these actions would produce a quiet compared to a loud tone, and this observation suggests that anticipated proprioceptive and auditory action effects are integrated with each other during action planning and control. In light of the typically weak influence of body-related effect found in recent work, we aimed to extend this pattern of results to the intra-modal case of integrating proprioceptive/tactile feedback of a movement and following vibro-tactile effects. Our results suggest that the same weighted integration process as for the cross-modal case applies to the intra-modal case. These observations support the idea of a common mechanism which binds all action-related features in an integrated action representation, irrespective of whether these features relate to exafferent or reafferent signals.

Assessing the African Union's 2016–19 Human Rights Action Planning Process: Embracing, and De-Coupling from, the Conventional “Ideal”

2020 ◽  
Vol 64 (2) ◽  
pp. 143-172
Author(s):  
Obiora Okafor ◽  
Maxwel Miyawa ◽  
Sylvia Bawa ◽  
Ibironke Odumosu-Ayanu
Keyword(s):  
Human Rights ◽  
Planning Process ◽  
Action Plan ◽  
Action Planning ◽  
Essential Elements ◽  
Conventional Model ◽  
Lessons Learnt ◽  
Conventional Process ◽  
Key Characteristics

AbstractThis article assesses the African Union's planning process regarding the development of the African Human Rights Action Plan (AHRAP) against the dominant or conventional “ideal” or model of human rights action planning. It examines the extent to which the AU's process followed or departed from the conventional model, the strengths and weaknesses of the AU human rights action planning process, and the lessons scholars and policymakers have learned about more effective and more locally responsive human rights action planning. In doing so, the article sequentially addresses the following specific themes: human rights action planning as a concept and its essential elements; the key characteristics and features of the conventional “ideal” human rights action planning process; and the extent to which the AU plan conformed to or departed from this conventional process, and its import. It also teases out some key insights and lessons learnt (in terms of strengths and weaknesses) in respect of the AHRAP planning process.

scholarly journals 3369 Assessment to Action: Engaging network member’s in identifying needs and directions of network improvement

2019 ◽  
Vol 3 (s1) ◽  
pp. 130-130
Author(s):  
Paul Estabrooks ◽  
LaKaija Johnson ◽  
Jolene Rohde ◽  
Carol Geary ◽  
Lani Zimmerman ◽  
...  
Keyword(s):  
Translational Research ◽  
Research Collaboration ◽  
Planning Process ◽  
Action Planning ◽  
Data Access ◽  
Database Design ◽  
Research Network ◽  
Recommendations For Action ◽  
Wide Range ◽  
Clinical And Translational Research

OBJECTIVES/SPECIFIC AIMS: To complete a needs assessment and action planning process that engaged clinical and translational research network members in identifying needs through survey feedback, characterizing the needs in small group sessions, and developing recommendations for action at the network’s annual scientific meeting. METHODS/STUDY POPULATION: The project included (1) a survey of 357 members across partner institutions from the Great Plains IDeA CTR Network, (2) 6 - 90 minute brainstorming sessions to characterize needs identified through survey assessment, and (3) 6 - 60 minute sessions to develop recommendations for network improvement based on the characterization activity. Approximately 75 members participated in the characterization and recommendation sessions. RESULTS/ANTICIPATED RESULTS: Seven areas of need from the survey were identified based upon the frequency of identification by network members (support to move research across the translational spectrum, database design and management, data access and sharing, data analysis, recruitment and retention of subjects, support for members who have submitted grants but were repeatedly unsuccessful, mentoring). Members indicated which characterization sessions they were interested in attending and based on the enrollment numbers needs related to unsuccessful grant submitters and mentoring were combined as were needs related to database design and data access-sharing. Sessions resulted in 8 inter-related recommendations for network action that included to (1) develop GP-CTR directory/registry of clinicians, researchers, system partners, that can be used to identify people that want to be involved in research partnerships or mentoring, (2) create a GP CTR Navigators Program to will provide support to network members throughout the collaborative research and grant preparation process, (3) identify and disseminate information about assets (funding, databases/registries) that exist amongst network partners that can be leveraged by member, (4) develop a searchable repository of evidence-based interventions for T3/T4 efforts, (5) review GP CTR supported professional development, and technological resource offerings and identify potential gaps, (6) facilitate opportunities for peer support/networking, (7) provide guidance to GP CTR network institutions looking to adopt policies that will support translational research collaboration, and (8) identify potential barriers to GP CTR network engagement (i.e., infrastructure, communication, marketing). DISCUSSION/SIGNIFICANCE OF IMPACT: This process allowed for a wide range of network members to contribute to actionable recommendations for CTR leadership to move into action and improve the scientific network’s ability to conduct clinical and translational research.

scholarly journals Towards Intergenerational Equity: Analysis of Youth Engagement Strategies in Climate Action Planning in Mzuzu, Malawi

2021 ◽  
Vol 6 (4) ◽  
pp. 309-320
Author(s):  
Josephine Marion Zimba ◽  
Brian Simbeye ◽  
Stanley Chilunga Chirwa
Keyword(s):  
Climate Change ◽  
Stakeholder Engagement ◽  
Local Community ◽  
Planning Process ◽  
Climate Change Impacts ◽  
Action Planning ◽  
Youth Engagement ◽  
Engagement Strategies ◽  
Planning Processes ◽  
The City

Globally, meaningful youth participation in planning processes aimed at dealing with climate change impacts has been advocated for sustainability purposes. Article 6 of the United Nations Framework Convention on Climate Change requires parties to ensure there is public participation in addressing climate change, its effects, and the development of responses. In the city of Mzuzu, Malawi, local community members have been involved in planning processes at different planning levels but more intensively at the community level. Despite this approach receiving much attention, minimal consideration has been put on which societal groups are to be engaged directly, with youths being excluded to a large extent, even though about 49% of the population in Malawi is aged between 10 and 34 years. This article, therefore, seeks to foreground how current stakeholder engagement strategies in climate change planning marginalise the youth. To do this, this article critically reviews current stakeholder engagement strategies and assesses the extent to which youth are involved in the planning processes in Mzuzu City. It further assesses the factors affecting youth involvement in the planning process and subsequently recommends how stakeholder engagement strategies can be designed and implemented to ensure effective youth engagement in climate change planning processes in the city.

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