Thesis (Ph. D.)--Virginia Polytechnic Institute and State University, 1994. / Vita. Abstract. Includes bibliographical references (leaves 118-127). Also available via the Internet.

According to the IPCC (2007) fourth assessment report, small islands and coastal communities have a set of characteristics that makes them very vulnerable to climate change impacts, mainly sea-level rise and storm surges. Coastal hazards including inundation, salinisation of the water supply, and erosion threaten vital infrastructure that support coastal communities. Although Canada has the longest coastline in the world, little work has been done on impacts of climate change and adaptation to these impacts in the Canadian coastal zones. This research is part of an International Community-University Research Alliance (ICURA) C-Change, project to develop a multicriteria decision evaluation and support for the systems analysis of adaptation options for coastal communities toward adapting to environmental changes. This study estimates the vulnerability of coastal communities with respect to their environmental, economic, social, and cultural dimensions. It also applies a group version of the Analytical Hierarchy Process for identifying decisions that various stakeholders make on suggested adaptation strategies. This study develops a methodological framework that is applicable to various coastal and small island contexts. The application of the proposed framework is further discussed in a case study conducted on the communities of Charlottetown, Prince Edward Island (PEI), and Little Anse on Isle Madame, Nova Scotia. Specifically, the state of the Little Anse breakwater is analyzed and new adaptation options are presented and evaluated. This research has illustrated and applied a process of decision evaluation and support that explicitly engages multiple participants and critieria in complex problems situations involving environmental change in coastal communities.

M.Com. (Business Management) / Please refer to full text to view abstract

Cette recherche porte sur les mécanismes cognitifs à l’origine de la persévération lors de la conduite de systèmes dynamiques à risques. La thèse défendue est que la persévération dans l’application d’un plan d’actions inadapté résulte d’un compromis cognitif orienté vers un « mode de pensée automatique », amenant à une représentation incorrecte de la situation et à une sous-estimation des ressources nécessaires à sa gestion. L’activation d’un « mode de pensée contrôlé », essentielle à l’adaptation à une nouvelle situation, serait favorisée par la discussion argumentée d’avis divergents au sein de l’équipe.Afin de le vérifier, trois études sont menées dans le cadre du pilotage militaire. Elles portent sur les analyses : de rapports d’accident, des processus de décision en simulation de vol statique et des interactions verbales en simulation dynamique.Elles montrent que la persévération est liée à l’implication d’un mode de pensée automatique intervenant à trois niveaux du processus de décision : le défaut de détection des informations, l’interprétation incorrecte de la situation et le recours aux procédures. Le faible niveau de ressources disponibles, induit par une charge de travail élevée, joue un rôle important dans la survenue de la persévération tandis que l’argumentation de ses points de vue favorise la flexibilité. Ainsi, lorsque la gestion d’événements imprévus requiert un coût cognitif élevé, la gestion des ressources est un élément clé de la persévération. Des pistes de recherche relatives aux communications verbales sont proposées afin d’améliorer l’exploitation des ressources du collectif et ainsi favoriser la récupération des comportements de persévération. / This research deals about the cognitive mechanisms of perseveration during management of dynamic and risky systems. The thesis asserted is that perseveration in the application of an inadequate plan of actions results from a cognitive compromise oriented toward “automatic thinking” leading to incorrect representation of the situation and under-estimation of the resources needed to handle it. The activation of “controlled thinking”, essential to new situation adaptation, would be favoured by argued discussion about divergent opinions within the team. In order to test it, three studies have been conducted within military piloting. They were based on analyses of: accident reports, decision processes during static flight simulation and verbal interactions during dynamic simulation.They showed that perseveration is linked to the implication of automatic thinking which operates at three levels of the decision process: Information non-detection, incorrect interpretation of the situation and use of procedures. The limited resources available, induced by high workload, play an important role in the occurrence of perseveration whereas argumentation about its viewpoints improves flexibility. Hence, when the management of unexpected events requires a high cognitive cost, resources management is a key element of perseveration. Avenues of research concerning verbal communication are proposed in order to improve exploitation of the collective resources and thus improve perseveration behaviours recovery.

The purpose of this research was to apply specific organization development strategies in a professional school to test the applicability of Argyris' Theory and Method Model for this setting. The research was designed to determine the effectiveness of group decision-making processes before and after intervention. In order to accomplish this, the research included two phases. The purpose of Phase One was to involve all members in the organization development program so valid information could be collected about strengths, limitations, and problems of the organization. Data for this phase were collected by individual and group interviews. These interviews, while unstructured, were designed to accomplish four objectives: (1)to provide information about perceived strengths and limitations, (2)to ascertain the direction participants wanted the organization to take, (3)to identify specific problem areas, and (4)to ascertain the perceived need for change. In addition, participants were asked to complete a questionnaire designed to elicit perceptions of emphasis given to four missions of the school and the adequacy of the support services and personnel. As a result of the data collected, a new organizational structure was developed by the participants and the researcher. Problem areas were also identified. Phase Two of the research was an experimental study of impact of three interventions on the effectiveness of a group. Effectiveness was measured by a positive change in (1)the degree of collaboration used in problem solving, (2)the effectiveness of communication, (3)role clarity, and (4)the level of trust, concern, and individuality behaviors. The two larger departments were selected for this phase, one serving as the experimental group and the other as the control group. Two data collection methods were employed, the Meetings Questionnaire and nonparticipant observation. The Meetings Questionnaire, a 36-item instrument, measures perceived collaboration, communication, and role clarity. Participants were asked to complete this questionnaire before and after intervention. Nonparticipant observation data were collected by trained observers using Argyris' system of categories. Baseline information on the percent of trust, individuality, and concern behaviors were collected for three weeks before intervention. Post-intervention data were collected for three weeks by the same observers. The organization development strategies employed in the three-week intervention period were surveyed feedback, process consultation, and coaching/modeling. In the survey feedback, data collected from both the questionnaire and the observations were reported to the experimental group during the first week at a two-hour department meeting. The observational categories were also explained and discussed. During the next two weeks, the researcher served as process consultant at the experimental group department meetings, using coaching and modeling of facilitative behaviors as a teaching method. Post-treatment data indicated no significant change in collaboration, communication, role clarity, or trust, concern, and individuality behaviors. The conclusions drawn were that the organization development strategies had little impact on improving organizational effectiveness. The fact that none of the hypotheses were supported does not mean that OD has no value for professional schools, but may be due to the inadequacy of the instruments used. It was further suggested that the time actually spent on intervention may have been too short and the intervention too mild to effect a change in the numerous dependent variables of the research.

No description available.

No description available.

No description available.

No description available.

No description available.