Understanding situated action in ludic ecologies

2013 ◽  
Author(s):  
Alyson L. Young ◽  
Tamara Peyton ◽  
Wayne G. Lutters
Keyword(s):  
Situated Action

scholarly journals Moving beyond the distinction between concrete and abstract concepts

2018 ◽  
Vol 373 (1752) ◽  
pp. 20170144 ◽  
Author(s):  
Lawrence W. Barsalou ◽  
Léo Dutriaux ◽  
Christoph Scheepers
Keyword(s):  
Conceptual System ◽  
Frequent Patterns ◽  
Abstract Concepts ◽  
Theme Issue ◽  
Situated Action ◽  
Conceptual Processing ◽  
Individual Concepts ◽  
Directed Action ◽  
The Brain ◽  
Over Time

From the perspective of the situated conceptualization framework, the primary purpose of concepts is for categorizing and integrating elements of situations to support goal-directed action (including communication and social interaction). To the extent that important situational elements are categorized and integrated properly, effective goal-directed action follows. Over time, frequent patterns of co-occurring concepts within situations become established in memory as situated conceptualizations, conditioning the conceptual system and producing habitual patterns of conceptual processing. As a consequence, individual concepts are most basically represented within patterns of concepts that become entrained with specific kinds of physical situations. In this framework, the concrete versus abstract distinction between concepts is no longer useful, with two other distinctions becoming important instead: (i) external versus internal situational elements, (ii) situational elements versus situational integrations. Whereas concepts for situational elements originate in distributed neural networks that provide continual feeds about components of situations, concepts for situational integrations originate in association areas that establish temporal co-occurrence relations between situational elements, both external and internal. We propose that studying concepts in the context of situated action is necessary for establishing complete accounts of them, and that continuing to study concepts in isolation is likely to provide relatively incomplete and distorted accounts. This article is part of the theme issue ‘Varieties of abstract concepts: development, use and representation in the brain’.

Crossing Human Factors Research and Business Intelligence

2020 ◽  
Vol 16 (3) ◽  
pp. 78-92
Author(s):  
Cláudio Miguel Sapateiro ◽  
Rui Miguel Bernardo
Keyword(s):  
Human Factors ◽  
Business Intelligence ◽  
Manufacturing Industry ◽  
The Body ◽  
Use Case ◽  
Situated Action ◽  
Fine Grain ◽  
Body Of Knowledge ◽  
Pertinent Data ◽  
Industry Organization

Starting from business intelligence (BI) reference models, this work proposes to extend the multi-dimensional data modelling approach to integrate human factors (HF)-related dimensions. The overall goal is to promote a fine grain understanding of the derived key performance indicators (KPIs) through an enhanced characterization of the operational level of work context. HF research has traditionally approached critical domains and complex socio-technical systems with a chief consideration of human situated action. Grounded on a review of the body of knowledge of the HF field, this work proposes the business intelligence for human factors (BI4HF) framework. It intends to provide guidance on pertinent data identification, collection methods, modelling, and integration within a BI project endeavour. BI4HF foundations are introduced, and a use case on a manufacturing industry organization is presented. The outcome of the enacted BI project referred in the use case allowed new analytical capabilities regarding newly derived and existing KPIs related to operational performance, providing insight into the value of the BI4HF framework.

Our curious silence about kindness in planning: Challenges of addressing vulnerability and suffering

2020 ◽  
pp. 147309522093076 ◽  
Author(s):  
John Forester
Keyword(s):  
Martha Nussbaum ◽  
Victim Blaming ◽  
Situated Action ◽  
Moral Requirements

Discussions of “justice” in planning are commonplace; discussions of “kindness,” strangely enough, are rare. Perhaps not by accident. Taking “compassion” as an empathetic, intentional orientation toward suffering, we analyze “kindness” as the situated action of compassion that requires—following and extending analysis of Martha Nussbaum—four contingent, contextually sensitive practical judgments: (1) empathetic recognition of another’s vulnerability or suffering; (2) causal/moral gauging of the sources of that vulnerability or suffering; (3) crafting of acts to mitigate that vulnerability/suffering, and (4) forming the motivation to respond practically to that Other’s situation. Diverse planning cases from Cleveland, the Canadian Yukon, and Australia illuminate these practical judgments. We show how these contingent judgments can go wrong and thereby produce not kindness but humiliation, shame and victim blaming, pity and condescension, or dependency not autonomy. In doing so, the article makes a fresh contribution toward analyzing the moral requirements of, and the risks faced in, any planning seeking to respond to others’ vulnerabilities and suffering.

Knowledge Management

2011 ◽  
pp. 1-26 ◽  
Author(s):  
Shamin Bodhanya
Keyword(s):  
Knowledge Management ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Social Process ◽  
Situated Action ◽  
Complex Adaptive ◽  
Process Perspective ◽  
The Impact ◽  
Epistemology Of Action ◽  
Organisational Intervention

This chapter demonstrates that despite a plurality of discourses related to knowledge, they are reduced to a single dominant discourse on knowledge management. It draws on systems thinking and complexity theory to reconceptualise organisations as complex adaptive systems within which knowledge ecologies may flourish. The focus thus shifts to knowing in situated action and on knowledge as a dynamic phenomenon. The chapter makes a contribution to strengthening the impact of the epistemology of action and that of a social-process perspective of knowledge. The approach presented has radical implications for knowledge management such that it becomes an enduring organisational intervention as opposed to a management fad. The implications for organisational practice and changes in managerial orientations are shown to be novel offering significant potential towards a second order knowledge management.

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