The document discusses different types of uncertainty in sustainability appraisals including risk, ambiguity, ignorance, and indeterminacy. It presents a framework for analyzing aspects of uncertainty and argues that cost-benefit analysis tends to treat all uncertainties as risks, neglecting other important aspects. While some uncertainties can be addressed with tools like risk assessment, other neglected aspects are better handled through approaches like scenarios, participatory modeling, and inclusive engagement.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
How can creative and concerned citizens tell more effective stories about the future? Make them different, deep, and diverse.
This talk by design futurist Stuart Candy from Carnegie Mellon University was given in April 2020 during the covid-19 pandemic to help launch the online collaborative storytelling experiment #FromTheFutures, hosted by Lance Weiler and the Digital Storytelling Lab at Columbia University.
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
The A.T. Kearney Global Cities Index, now in its fifth edition, provides a unique assessment of global engagement for 125 cities across all continents and regions. The companion Global Cities Outlook evaluates the future potential of those same cities based on how quickly they are improving across the leading dimensions of personal well-being, economics, innovation, and governance.
Emerging Issues in International Business Environment: Growing concern for ecology, Digitalisation; Outsourcing and Global Value chains. Labor and other Environmental Issues, Impact of Pandemic COVID-19 on international trade
Discover and understand the critical actions needed on the venture journey to scale successfully.
What is it for?
To help corporate entrepreneurs identify and successfully navigate each critical action that will ultimately become the foundation of a corporate venture’s scaling effort. Based on the insights from 200+ corporate innovation and venture tracks, this practical guide provides a deeper understanding of what’s needed early-on for long-term venture growth.
Benefits:
Identify the right measurement approach that shines a light on your path forward.
Create an ideal team setup with access to the right talent at the right time.
Select the appropriate ownership structure and legal entity format.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
How can creative and concerned citizens tell more effective stories about the future? Make them different, deep, and diverse.
This talk by design futurist Stuart Candy from Carnegie Mellon University was given in April 2020 during the covid-19 pandemic to help launch the online collaborative storytelling experiment #FromTheFutures, hosted by Lance Weiler and the Digital Storytelling Lab at Columbia University.
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
The A.T. Kearney Global Cities Index, now in its fifth edition, provides a unique assessment of global engagement for 125 cities across all continents and regions. The companion Global Cities Outlook evaluates the future potential of those same cities based on how quickly they are improving across the leading dimensions of personal well-being, economics, innovation, and governance.
Emerging Issues in International Business Environment: Growing concern for ecology, Digitalisation; Outsourcing and Global Value chains. Labor and other Environmental Issues, Impact of Pandemic COVID-19 on international trade
Discover and understand the critical actions needed on the venture journey to scale successfully.
What is it for?
To help corporate entrepreneurs identify and successfully navigate each critical action that will ultimately become the foundation of a corporate venture’s scaling effort. Based on the insights from 200+ corporate innovation and venture tracks, this practical guide provides a deeper understanding of what’s needed early-on for long-term venture growth.
Benefits:
Identify the right measurement approach that shines a light on your path forward.
Create an ideal team setup with access to the right talent at the right time.
Select the appropriate ownership structure and legal entity format.
The SLEPT Factors: Social/Cultural, Legal, Economic, Political and Technological.
Socio cultural environment: Importance, Cultural universals, High and low context cultures, Importance in business, Culture-communication, behavior and religion, Analytical approaches- Hofstede’s cultural typology, self reference criterion, environmental sensitivity, Suggested solutions.
The Sustainable Business Model Canvas is a great tool to enable you to develop more sustainable and innovative business models. It allowsyou to maximise the sustainability impact of your venture whilst minimising negative externalities, and it is fast and easy to complete. Use this canvas together with the Threebility Sustainability Impact Canvas for best results.
Detailed Description: https://www.threebility.com/sustainable-business-model-canvas
The Mergers and Acquisitions market in China report by daxue consultingDaxue Consulting
What are the drivers and barriers to Chinese M&A after COVID-19? Where can we expect opportunities and consolidations in 2020 and 2021? Which sectors are currently hot for M&A in China? Daxue consulting announced the 2nd release of the China M&A market report with a deep dive in the retail, consumer, high-tech, material, automotive and fashion sectors.
User centricity, hypothesising and prototyping. These are some of the core principles of Design Thinking. By empathising with a group of people, these principles promise to reduce uncertainty about what problems to solve for whom and how.
Planning a Start-up? Our private equity investment PowerPoint presentation slide is just what you need. These equity-based crowdfunding PPT templates will fill the gap between the investors and your company. Download from here: https://www.slideteam.net/private-equity-investment-deck-powerpoint-presentation-slides.html
Innovator's DNA - What makes top leaders innovation gurus? Unlock your innova...vedsta87
The Innovator's DNA - based on research conducted in the groundbreaking book by innovation gurus Jeff Dyer, Hal Gregerson and Clayton Christensen - unlocks the mystery behind the great leaders of innovative companies. What makes them tick? Surprisingly, we find that top innovative leaders share similar behavioral traits. They are questioners, experimenters, networkers - these behaviors drive their ability to be innovative.
Innovators are not "born with it" - research shows that only general intelligence is genetic, but creativity can be learned.
So then the question is: what about you? How can you train yourself to become an innovative leader, and flex your innovative muscles?
We provide the answers with the Innovator's DNA workshop and assessment program. Visit our website or the innovators dna site, or buy the book today. Our program trains leaders, teams, executives and senior managers to understand what drives innovation within them - and how to bring it out more regularly.
The term Globalization was first coined by Theodore Levitt in a Harvard Business Review article..
He mentioned that the future belonged at global corporations that adopted strategies..
Globalization refers to the increasing unification of the world's economic order through reduction of such barriers to international trade as tariffs, export fees, and import quotas.
Designers spend the first few years fine-tuning their craft, earning their stripes. One of the challenges a team faces is the need to figure out what to build that goes beyond execution.
In this session, Emmet will discuss the changing role of design and how it can change as your company scales and your career grows, the product vision which used to come from the top to a point where the long-term strategy and vision falls on the product team. Emmet will discuss how to best prepare for this new skillset and design for longer term vision over immediate execution.
What should new products or startups focus on first on the journey to achieving Product/Market Fit. How do you know if yo have achieved it? If you think you have Product/Market fit, what are the next steps?
IFF Three Horizons Framing Transformative Innovationgrahamiff
Core set of slides explaining Three Horizons framework as three perspectives on the future potential of the present moment, plus how these perspectives interact in service of systems transition and 'transformative innovation'.
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
The presentation covers innovation strategies that have been implemented by different companies in different industries to disrupt the market and become leaders in their industries.
Creativity is a learned skills. Innovators learn to be more creative by focusing their time and efforts in 5 important discovery skills. A company can also shape their ability to be more innovative through a proper framework. Learn more from Innovation gurus, Jeff Dyer, Hal Gregersen and Clayton M. Christensen.
Andy Stirling on The Direction Of InnovationSTEPS Centre
Presentation by Andy Stirling, co-director of the ESRC STEPS Centre science director of SPRU on 'The Direction of Innovation and new challenges in the governance of technology'. This was presented to a conference on ‘Tilting perspectives on regulating technologies’
at TILT – Tilburg Institute for Law, Technology, and Society, Tilburg University,
the Netherlands on 11 December 2008
From Risk Regulation to Innovation Democracy: precaution, participation and t...STEPS Centre
Presentation by Andy Stirling, STEPS Centre co-director, to a workshop on ‘responding to risks ‐ a key to dealing with socio‐ecological challenges’, Institut für Regional- und Umweltwirtschaft, Wirtschaftsuniversität Wien, 23rd June 2014
The SLEPT Factors: Social/Cultural, Legal, Economic, Political and Technological.
Socio cultural environment: Importance, Cultural universals, High and low context cultures, Importance in business, Culture-communication, behavior and religion, Analytical approaches- Hofstede’s cultural typology, self reference criterion, environmental sensitivity, Suggested solutions.
The Sustainable Business Model Canvas is a great tool to enable you to develop more sustainable and innovative business models. It allowsyou to maximise the sustainability impact of your venture whilst minimising negative externalities, and it is fast and easy to complete. Use this canvas together with the Threebility Sustainability Impact Canvas for best results.
Detailed Description: https://www.threebility.com/sustainable-business-model-canvas
The Mergers and Acquisitions market in China report by daxue consultingDaxue Consulting
What are the drivers and barriers to Chinese M&A after COVID-19? Where can we expect opportunities and consolidations in 2020 and 2021? Which sectors are currently hot for M&A in China? Daxue consulting announced the 2nd release of the China M&A market report with a deep dive in the retail, consumer, high-tech, material, automotive and fashion sectors.
User centricity, hypothesising and prototyping. These are some of the core principles of Design Thinking. By empathising with a group of people, these principles promise to reduce uncertainty about what problems to solve for whom and how.
Planning a Start-up? Our private equity investment PowerPoint presentation slide is just what you need. These equity-based crowdfunding PPT templates will fill the gap between the investors and your company. Download from here: https://www.slideteam.net/private-equity-investment-deck-powerpoint-presentation-slides.html
Innovator's DNA - What makes top leaders innovation gurus? Unlock your innova...vedsta87
The Innovator's DNA - based on research conducted in the groundbreaking book by innovation gurus Jeff Dyer, Hal Gregerson and Clayton Christensen - unlocks the mystery behind the great leaders of innovative companies. What makes them tick? Surprisingly, we find that top innovative leaders share similar behavioral traits. They are questioners, experimenters, networkers - these behaviors drive their ability to be innovative.
Innovators are not "born with it" - research shows that only general intelligence is genetic, but creativity can be learned.
So then the question is: what about you? How can you train yourself to become an innovative leader, and flex your innovative muscles?
We provide the answers with the Innovator's DNA workshop and assessment program. Visit our website or the innovators dna site, or buy the book today. Our program trains leaders, teams, executives and senior managers to understand what drives innovation within them - and how to bring it out more regularly.
The term Globalization was first coined by Theodore Levitt in a Harvard Business Review article..
He mentioned that the future belonged at global corporations that adopted strategies..
Globalization refers to the increasing unification of the world's economic order through reduction of such barriers to international trade as tariffs, export fees, and import quotas.
Designers spend the first few years fine-tuning their craft, earning their stripes. One of the challenges a team faces is the need to figure out what to build that goes beyond execution.
In this session, Emmet will discuss the changing role of design and how it can change as your company scales and your career grows, the product vision which used to come from the top to a point where the long-term strategy and vision falls on the product team. Emmet will discuss how to best prepare for this new skillset and design for longer term vision over immediate execution.
What should new products or startups focus on first on the journey to achieving Product/Market Fit. How do you know if yo have achieved it? If you think you have Product/Market fit, what are the next steps?
IFF Three Horizons Framing Transformative Innovationgrahamiff
Core set of slides explaining Three Horizons framework as three perspectives on the future potential of the present moment, plus how these perspectives interact in service of systems transition and 'transformative innovation'.
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
The presentation covers innovation strategies that have been implemented by different companies in different industries to disrupt the market and become leaders in their industries.
Creativity is a learned skills. Innovators learn to be more creative by focusing their time and efforts in 5 important discovery skills. A company can also shape their ability to be more innovative through a proper framework. Learn more from Innovation gurus, Jeff Dyer, Hal Gregersen and Clayton M. Christensen.
Andy Stirling on The Direction Of InnovationSTEPS Centre
Presentation by Andy Stirling, co-director of the ESRC STEPS Centre science director of SPRU on 'The Direction of Innovation and new challenges in the governance of technology'. This was presented to a conference on ‘Tilting perspectives on regulating technologies’
at TILT – Tilburg Institute for Law, Technology, and Society, Tilburg University,
the Netherlands on 11 December 2008
From Risk Regulation to Innovation Democracy: precaution, participation and t...STEPS Centre
Presentation by Andy Stirling, STEPS Centre co-director, to a workshop on ‘responding to risks ‐ a key to dealing with socio‐ecological challenges’, Institut für Regional- und Umweltwirtschaft, Wirtschaftsuniversität Wien, 23rd June 2014
Direction, Distribution, Diversity! pluralising progress in innovation, susta...STEPS Centre
Presentation by Andy Stirling to a seminar at
Department of Innovation Sciences
Technical University Eindhoven, 15th April, 2010.
For more about Innovation, Sustainability, Development: A New Manifesto see http://www.anewmanifesto.org
Suraje Dessai - Uncertainty from above and encounters in the middleSTEPS Centre
Workshop on climate change and uncertainty from below and above, Delhi. http://steps-centre.org/2016/blog/climate-change-and-uncertainty-from-above-and-below/
Andy Stirling on Precaution To RobustnessSTEPS Centre
See STEPS co-director Andy Stirling's presentation - From Precaution to Robustness: in governance of technological vulnerability - prepared as background to discussion at the workshop on The Vulnerability of Technological Cultures: new directions in research and governance, Maastricjt, 1-3 June 2008
To those who may have an interest in how Bayes has inspired and influenced my research and industrial activities. What you will see is indeed only selected parts of the works of my student and colleagues in academia and industry - over more than 30 years. There is much more - and much more to come.
Comparing CCS and Climate Engineering (CE): Governance of Technical Climate Fixes, Nils Markusson - Ethics and Governance of CCS meeting, 7 July 2015, Cambridge
Diagnosis of the relative failure of disaster risk reduction in the modern world and proposal for a cure - at least regarding disaster response, if not also prevention.
A brief discussion about the realities of offshore wind (ocean). Special attention is given to the specious claims made by the NC Sierra Club in support of offshore wind energy.
Built for Training - Sustainability Workshop Built for:
Built for Training's Sustainability workshop in Manchester on Thursday 12th May 2011 in partnership with GreenBuild News. For training opportunities at your offices call 01622 623786, email contact@builtfortraining.co.uk or visit www.builtfortraining.co.uk/training.
Innovation, equity and energy system transformation: implications for CCS - Presentation from Dr Karen Bickerstaff (University of Exeter) at the UKCCSRC's CCS: Issues in governance and ethics workshop in Edinburgh, 23 September 2014
Mapping the CCS ethical landscape - Presentation by Dr Clair Gough (Tyndall Centre for Climate Change Research) at the UKCCSRC's CCS: Issues in governance and ethics workshop in Edinburgh, 23 September 2014
Coloniality in Transformation: decolonising methods for activist scholarship ...STEPS Centre
Presentation by Andy Stirling to 2021 Transformations to Sustainability conference session on '‘Philosophical Underpinnings’ in decolonizing research methods for transformation towards sustainability', 17th June 2021
Opening up the politics of justification in maths for policy: power and uncer...STEPS Centre
Presentation by Andy Stirling to conference of INET in collaboration with OECD on ‘Forecasting the Future for Sustainable Development: approaches to modelling and the science of prediction’. 16th June 2021
Discussion: The Future of the World is Mobile - Giorgia GiovannettiSTEPS Centre
By Giorgia Giovannetti, University of Firenze and Robert Schuman Centre, EUI. Given at EUI on 10 April 2019.
https://steps-centre.org/event/the-future-of-the-world-is-mobile-what-can-we-learn-from-pastoralists/
Interfacing pastoral movements and modern mobilitiesSTEPS Centre
By Michele Nori, PASTRES (Pastoralism, Uncertainty, Resilience) project. Given at EUI on 10 April 2019.
https://steps-centre.org/event/the-future-of-the-world-is-mobile-what-can-we-learn-from-pastoralists/
Reconceiving migration through the study of pastoral mobilitySTEPS Centre
By Natasha Maru, PASTRES (Pastoralism, Uncertainty, Resilience) project. Given at EUI on 10 April 2019.
https://steps-centre.org/event/the-future-of-the-world-is-mobile-what-can-we-learn-from-pastoralists/
Bringing moral economy into the study of land deals: reflections from MadagascarSTEPS Centre
19 March 2019, Institute of Development Studies
Seminar organised by the Resource Politics and Rural Futures Clusters, in association with the STEPS Centre’s PASTRES project
Speaker: Mathilde Gingembre
https://steps-centre.org/event/steps-seminar-mathilde-gingembre-bringing-moral-economy-into-the-study-of-land-deals-reflections-from-madagascar/
Agency and social-ecological system (SES) pathways: the Transformation Lab in...STEPS Centre
Presentation by J. Mario Siqueiros, February 2019, at a STEPS Seminar at the Institute of Development Studies.
More information: https://steps-centre.org/project/pathways-network/
From controlled transition to caring transformations - StirlingSTEPS Centre
Presentation from Week 2 of the System Change HIVE that presents some questions to guide thinking about transformation and power.
http://systemchangehive.org/
Systems, change and growth - Huff and BrockSTEPS Centre
Presentation from week 1 of the System Change HIVE that outlines big ideas about the environment and some criticisms of capitalism.
http://systemchangehive.org/
STEPS Annual Lecture 2017: Achim Steiner - Doomed to fail or bound to succeed...STEPS Centre
Achim Steiner, incoming UNDP director, gave the STEPS Annual lecture at the University of Sussex on 15 May 2017. Find out more: https://steps-centre.org/event/steps-annual-lecture-achim-steiner/
Andy Stirling - nexus methods (RGS 2016)STEPS Centre
"Meeting ‘Nexus’ Challenges: from policy connections to political transformations" - presentation given at the Royal Geographic Society/Institute for British Geographers conference on 'Nexus Thinking', August 2016.
Suresh Rohilla - Climate change and sanitation, water resourcesSTEPS Centre
Workshop on climate change and uncertainty from below and above, Delhi. http://steps-centre.org/2016/blog/climate-change-and-uncertainty-from-above-and-below/
Sumetee Pahwa Gajjar - Uncertainty from withinSTEPS Centre
Workshop on climate change and uncertainty from below and above, Delhi. http://steps-centre.org/2016/blog/climate-change-and-uncertainty-from-above-and-below/
Shibaji Bose - Voices from below - a Photo Voice exploration in Indian sundar...STEPS Centre
Workshop on climate change and uncertainty from below and above, Delhi. http://steps-centre.org/2016/blog/climate-change-and-uncertainty-from-above-and-below/
Ian Scoones - Enabling plural pathways - uncertainty and responses to climate...STEPS Centre
Workshop on climate change and uncertainty from below and above, Delhi. http://steps-centre.org/2016/blog/climate-change-and-uncertainty-from-above-and-below/
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Andy Stirling - Addressing Uncertainty, Ambiguity and Ignorance in Sustainability Appraisal
1. Addressing Uncertainty, Ambiguity and Ignorance in Sustainability Appraisal Andy Stirling SPRU – science and technology policy research presentation to interdisciplinary workshop on 'Cost‐Benefit Analysis: Uncertainty, Discounting and the Sustainable Future’ Technical University Eindhoven, 12‐13 th April, 2010
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3. 0.001 0.1 10 1000 externality’: c US /kWh (after Sundqvist et al , 2005) high SUSTAINABILITY low CBA delivers precise orderings of options coal oil gas nuclear hydro wind solar biomass ‘ Sound Science’ in CBA? – the energy sector example
4. 0.001 0.1 10 1000 coal oil gas nuclear hydro 36 wind solar biomass n = ‘ externality’: c US /kWh (after Sundqvist et al , 2005) minimum maximum 25% 75% high SUSTAINABILITY low CBA delivers precise orderings of options , but is sensitive to ‘framing’ ‘ Sound Science’ in CBA? – the energy sector example
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9.
10. acoustic noise marine debris aerial visibility effects marine hydrocarbon releases agricultural intensification marine life morbidity air quality mechanical hazards altered flow rates and patterns micro-climate effects ambient temperature change mutagenicity or teratogenicity aqueous radioactive pollution navigational hazards behavioural interference nitrogen oxide emissions carbon monoxide emissions occupational health catastrophic dam burst occupational safety catastrophic pollution potential particulate emissions or community disruption prompt public health impacts drainage disruption psychological trauma ecological or habitat disturbance radioactive emissions electromagnetic interference resource depletion elevated water levels road traffic endangered species impacts rural population impacts enhanced coastal erosion salinity change enshading or reflection sedimentation changes entrainment of aquatic biota soil acidification eutrophication soil erosion explosive or incendiary effects soil sterilisation fisheries interference soil structure loss chain residues soil toxification or contamination gaseous waste volume management solid waste volume management greenhouse gas emissions stratospheric ozone depletion hazard to bird flight sulphur oxide emissions metal releases thermal radiation effects hydrogen sulphide emissions toxic aerial emissions seismicity tritiated water emissions induced subsidence tropospheric ozone enhancement interference with migration turbidity changes land use change visual aesthetic offence latent human health effects volatile organic emissions liquid waste volume management water abstraction demand local ambient CO 2 /O 2 balance water quality effects Categories of ‘ environmental impact’ variously addressed in CBAs in OECD countries of electricity supply technologies (studies reviewed earlier)… Framing: ‘sustainability’ issues in CBA … even greater numbers of non-environmental aspects of sustainability (‘externalities’)
15. … many analytic schemes for problems deriving probabilities – in terms of: - source: context; data; model; expertise; - levels: statistical; scenarios; scientific; - nature: epistemic; ontological, normative; - technical: inputs; structure; parameters; - practical: variability; sensitivity; precision - locus: institutional, moral, legal, situation; … RIVM, van Asselt, de Marchi SALIENT POSSIBILITIES DEFINED RISK EMPIRICAL UNCERTAINTY intrinsic to data THEORETICAL UNCERTANTY inherent in science or models after: Collingridge, Faber, Funtowicz Keynes, Knight, O’Neill, Proops, Ravetz, Wynne… UNCERTAINTY not all relevant probabilities are known Aspects of Incertitude POSSIBILITIES UNDERDEFINED
16. RISK UNCERTAINTY AMBIGUITY constituting, bounding, partitioning or ordering of salient possibilities is unclear or contested POSSIBILITIES UNDERDEFINED empirical uncertainty theoretical uncertainty SALIENT POSSIBILITIES DEFINED after: Collingridge, Faber, Funtowicz Keynes, Knight, O’Neill, Proops, Ravetz, Wynne… Aspects of Incertitude IGNORANCE at least some salient possibilities are indeterminate or indeterminable
20. only rarely discussed… but then tends to be in terms of ‘reducibility’. This assumes that knowledge is always additive and increased by research. But this not always true (eg: CFCs, TSEs, EDCs) RISK UNCERTAINTY IGNORANCE AMBIGUITY uncharact-erisability noncom-parability ordinal inco-mensurability cardinal un-quantifiability empirical uncertainty theoretical uncertainty SALIENT POSSIBILITIES DEFINED after: Collingridge, Faber, Funtowicz Keynes, Knight, O’Neill, Proops, Ravetz, Wynne… OPEN closed ACCESSIBLE INACCESSIBLE Aspects of Incertitude POSSIBILITIES UNDERDEFINED
21. eg: CFCs eg: TSEs; EDCs RISK UNCERTAINTY IGNORANCE AMBIGUITY uncharact-erisability noncom-parability ordinal inco-mensurability cardinal un-quantifiability empirical uncertainty theoretical uncertainty INSTITUTIONAL IGNORANCE salient knowledges available, but not accounted for in policy SOCIETAL IGNORANCE knowledges accessible, but not yet available SALIENT POSSIBILITIES DEFINED after: Collingridge, Faber, Funtowicz Keynes, Knight, O’Neill, Proops, Ravetz, Wynne… OPEN closed ACCESSIBLE INACCESSIBLE Aspects of Incertitude POSSIBILITIES UNDERDEFINED
22. RISK UNCERTAINTY institutional ignorance societal ignorance AMBIGUITY uncharact-erisability noncom-parability ordinal inco-mensurability cardinal un-quantifiability empirical uncertainty theoretical uncertainty PHENOMENOLOGICAL IGNORANCE intrinsic to nature of world EPISTEMIC IGNORANCE intrinsic to nature of understanding SALIENT POSSIBILITIES DEFINED after: Collingridge, Faber, Funtowicz Keynes, Knight, O’Neill, Proops, Ravetz, Wynne… IGNORANCE INACCESSIBLE OPEN closed ACCESSIBLE Aspects of Incertitude POSSIBILITIES UNDERDEFINED
24. RISK UNCERTAINTY IGNORANCE institutional ignorance societal ignorance indeter-minacy deterministic chaos AMBIGUITY EPISTEMIC PHENOMENOLOGICAL uncharact-erisability noncom-parability ordinal inco-mensurability cardinal un-quantifiability empirical uncertainty theoretical uncertainty HERMENEUTIC IGNORANCE intrinsic to language AXIOMATIC IGNORANCE inherent in assumptions LOGICAL IGNORANCE incomplete logic system after: Collingridge, Faber, Funtowicz Keynes, Knight, O’Neill, Proops, Ravetz, Wynne… OPEN closed INACCESSIBLE ACCESSIBLE Aspects of Incertitude SALIENT POSSIBILITIES DEFINED POSSIBILITIES UNDERDEFINED
25. after: Collingridge, Faber, Funtowicz Keynes, Knight, O’Neill, Proops, Ravetz, Wynne… UNCERTAINTY IGNORANCE institutional ignorance societal ignorance indeter-minacy deterministic chaos hermeneutic ignorance axiomatic ignorance logical ignorance AMBIGUITY POSSIBILITIES UNDERDEFINED EPISTEMIC PHENOMENOLOGICAL uncharact-erisability noncom-parability ordinal inco-mensurability cardinal un-quantifiability empirical uncertainty theoretical uncertainty SALIENT POSSIBILITIES DEFINED CBA TENDS TO TREAT ALL INCERTITUDE (IF AT ALL) AS RISK RISK INACCESSIBLE ACCESSIBLE OPEN closed Aspects of Incertitude
26. POSSIBILITIES UNDERDEFINED SALIENT POSSIBILITIES DEFINED IGNORANCE after: Collingridge, Faber, Funtowicz Keynes, Knight, O’Neill, Proops, Ravetz, Wynne… BUT NEGLECTED ASPECTS CAN ALSO BE EFFECTIVELY ADDRESSED inaccessible ACCESSIBLE OPEN RISK UNCERTAINTY AMBIGUITY humility and transparency closed institutional ignorance societal ignorance research and monitoring transdisciplinary learning precautionary appraisal participatory deliberation Aspects of Incertitude reductive aggregation
27. unproblematic problematic unproblematic problematic knowledge about likelihoods knowledge about possibilities some specific, concrete practical lessons for CBA Responses to Incertitude
28. unproblematic problematic unproblematic problematic knowledge about likelihoods knowledge about possibilities RISK UNCERTAINTY AMBIGUITY IGNORANCE risk assessment , cost-benefit analysis decision theory optimising models some specific, concrete practical lessons for CBA Responses to Incertitude
29. unproblematic problematic unproblematic problematic knowledge about likelihoods AMBIGUITY IGNORANCE RISK UNCERTAINTY risk assessment , cost-benefit analysis decision theory optimising models uncertainty heuristics interval analysis sensitivity testing some specific, concrete practical lessons for CBA Responses to Incertitude knowledge about possibilities
30. scenarios / backcasting interactive modeling mapping / Q-methods participatory deliberation unproblematic problematic unproblematic problematic knowledge about likelihoods AMBIGUITY IGNORANCE RISK UNCERTAINTY risk assessment , cost-benefit analysis decision theory optimising models uncertainty heuristics interval analysis sensitivity testing some specific, concrete practical lessons for CBA Responses to Incertitude knowledge about possibilities
31. unproblematic problematic unproblematic problematic knowledge about likelihoods AMBIGUITY IGNORANCE RISK UNCERTAINTY risk assessment , cost-benefit analysis decision theory optimising models uncertainty heuristics interval analysis sensitivity testing scenarios / backcasting interactive modeling mapping / Q-methods inclusive engagement monitor, surveil, research diversity, flexibility, learning resilience, adaptability some specific, concrete practical lessons for CBA Responses to Incertitude knowledge about possibilities
32. unproblematic problematic unproblematic problematic knowledge about likelihoods knowledge about possibilities RISK UNCERTAINTY AMBIGUITY decision rules aggregative analysis deliberative process political closure reductive modeling stochastic reasoning rules of thumb insurance ` evidence-basing agenda-setting horizon scanning transdisciplinarity liability law harm definitions indicators / metrics institutional remits ‘ Reductive aggregation’ presents powerful means to justify decisions This ‘closing down’ around risk is Beck’s “organised irresponsibility” Institutional Pressures for Closure IGNORANCE
33. unproblematic problematic unproblematic problematic knowledge about likelihoods Precaution and Participation as Analytical Rigour PRECAUTIONARY APPRAISAL PARTICIPATORY DELIBERATION REDUCTIVE AGGREGATION RISK UNCERTAINTY AMBIGUITY IGNORANCE knowledge about possibilities HUMILITY, LEARNING, ENQUIRY TRANSDISCIPLINARY REFLEXIVITY AND RIGOUR
34.
35. organic environmental intensive GM + labelling GM + monitoring GM + voluntary controls low sustainability high ‘ Mapping’ Key Uncertainties in Sustainability Appraisal Divergent expert views of risks and benefits of different agricultural strategies elicited using multicriteria mapping method in Unillever-sponsored research (2003) A Practical Example
36. organic environmental intensive GM + labelling GM + monitoring GM + voluntary controls organic environmental intensive GM + labelling GM + monitoring GM + voluntary controls low sustainability high ‘ Mapping’ Key Uncertainties in Sustainability Appraisal Divergent expert views of risks and benefits of different agricultural strategies elicited using multicriteria mapping method in Unillever-sponsored research (2003) A Practical Example GOVERNMENT
37. organic environmental intensive GM + labelling GM + monitoring GM + voluntary controls organic environmental intensive GM + labelling GM + monitoring GM + voluntary controls ‘ Mapping’ Key Uncertainties in Sustainability Appraisal Divergent expert views of risks and benefits of different agricultural strategies elicited using multicriteria mapping method in Unillever-sponsored research (2003) A Practical Example low sustainability high GOVERNMENT INDUSTRY
38. organic environmental intensive GM + labelling GM + monitoring GM + voluntary controls GOVERNMENT INDUSTRY organic environmental intensive GM + labelling GM + monitoring GM + voluntary controls PUBLIC INTEREST ‘ Mapping’ Key Uncertainties in Sustainability Appraisal Divergent expert views of risks and benefits of different agricultural strategies elicited using multicriteria mapping method in Unillever-sponsored research (2003) A Practical Example low sustainability high