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The document discusses the development of a tabletop wargame simulation of humanitarian aid and disaster relief efforts in Haiti following the 2010 earthquake. It covers various considerations in designing the game such as using a card-driven system to represent events, focusing on relationships and coordination between organizations, and having 4-12 players represent different stakeholder groups involved in the relief efforts over 1-2 months. The document also discusses game mechanics, variables, learning objectives, and whether the game should model the actual historical events or introduce uncertainty.
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Technology A d o p tio n by
G lo b a l V ir tu a l Teams:
D e v e lo p in g a Cohesive
A pproach
W illia m J. Harris, University o f Maryland University College
International trade and collaboration continue to
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their work (Clear, 2010; Nisbett, 2003). Both research
and practice have shown that these groups, and the
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Background and C ontext o f G lobal
V ir tu a l Teams
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Technology A d o p tio n by
G lo b a l V ir tu a l Teams:
D e v e lo p in g a Cohesive
A pproach
W illia m J. Harris, University o f Maryland University College
International trade and collaboration continue to
expand in the development of products, services, and
interdependent-m arket activities. Such expansion
has resulted in an increase in global engineering
groups’ interaction across cultures. These groups
exist, in part, because technology now supports
geographically distributed organizations, which
allows them to improve perform ance and outcome.
However, in many instances, the cultural differences
among group members have become problematic in
their work (Clear, 2010; Nisbett, 2003). Both research
and practice have shown that these groups, and the
technology they use, may form working structures
that are incompatible with many culturally diverse
organizations. This essay explores and uncovers
pertinent issues and provides a conceptual framework
that will allow company managers to adopt technology
that is compatible across global virtual teams (GVT)
and organizations. The aim of this paper is to identify
implications and provide guidance to managers who
may be faced with designing and leading m ulti
national groups tasked with solving complex problems.
In short, this research will provide guidance to those
managers that will allow them to put theory into
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Background and C ontext o f G lobal
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Technology A d o p tio n by
G lo b a l V ir tu a l Teams:
D e v e lo p in g a Cohesive
A pproach
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International trade and collaboration continue to
expand in the development of products, services, and
interdependent-m arket activities. Such expansion
has resulted in an increase in global engineering
groups’ interaction across cultures. These groups
exist, in part, because technology now supports
geographically distributed organizations, which
allows them to improve perform ance and outcome.
However, in many instances, the cultural differences
among group members have become problematic in
their work (Clear, 2010; Nisbett, 2003). Both research
and practice have shown that these groups, and the
technology they use, may form working structures
that are incompatible with many culturally diverse
organizations. This essay explores and uncovers
pertinent issues and provides a conceptual framework
that will allow company managers to adopt technology
that is compatible across global virtual teams (GVT)
and organizations. The aim of this paper is to identify
implications and provide guidance to managers who
may be faced with designing and leading m ulti
national groups tasked with solving complex problems.
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Background and C ontext o f G lobal
V ir tu a l Teams
Global engineering teams in the public sector are
tasked to provide various capabilities for government
agencies. Contractors that serve various government
agencies and tasked to integrate global technical
capabilities employ many such teams. Often, groups
are formed without a physical presence as enabled
by technology (Brynjolfsson & McAfee, 2014). These
engineering team members, being diverse both
in their fields of ex ...
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The notion of Dwayne Johnson kidnapping seems straight out of a Hollywood thriller. Dwayne "The Rock" Johnson, known for his larger-than-life persona, immense popularity. and action-packed filmography, is the last person anyone would envision being a victim of kidnapping. Yet, the bizarre and riveting tale of such an incident, filled with twists and turns. has captured the imagination of many. In this article, we delve into the intricate details of this astonishing event. exploring every aspect, from the dramatic rescue operation to the aftermath and the lessons learned.
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The Origins of the Dwayne Johnson Kidnapping Saga
Dwayne Johnson: A Brief Background
Before discussing the specifics of the kidnapping. it is crucial to understand who Dwayne Johnson is and why his kidnapping would be so significant. Born May 2, 1972, Dwayne Douglas Johnson is an American actor, producer, businessman. and former professional wrestler. Known by his ring name, "The Rock," he gained fame in the World Wrestling Federation (WWF, now WWE) before transitioning to a successful career in Hollywood.
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3:国家专业人才认证中心颁发入库证书
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Working group1
- 1. Working Group 1: Game Lab
- 2. Game Lab challenge Haiti earthquake HADR scenario as window into methods for tomorrow’s wargames operations other than force-on-force chaotic, complex, operational environment involving broad range of DIME/PMESII factors full glare of international media (and associated political pressures) highly interagency and multinational short term urgencies with long-term implications wargame application/use beyond traditional clients
- 3. designing for whom? much discussion in all three groups of client needs and characteristics multiple clients (not all known in advance) varying range of game experience (and game support infrastructure), high proportion of novices adaptable to varying needs (time, complexity, subject matter)
- 4. learning what? groups identified appropriate learning objectives not a planning exercise or a detailed “how to” game more about relationships, interactions, harmonizing/deconflicting varying agendas “nonconventional” learning objectives: chaotic immersion, recognition that no matter how well you do people will die avoiding “wrong lessons” population as passive victims crude view of organizational differences
- 5. delivered how? digital or manual? moderation with white cell? card-and-board suitability for level of complexity adaptability self-contained influence of design repertoire
- 6. players groups generally settled on 4-12 players some elasticity in player numbers shaped by user and delivery method US (military + USAID/State)? UN NGO (one? two? many?) Haitian government survivors? media? minor actors represented through events
- 7. players the challenge of cooperative play with asymmetric victory conditions reward organizational objectives with additional resources (Group C) fixed or changing objectives players ought to have different comparative advantages is coordination a quality of game play, or a discrete action or state? changing capacities over time
- 8. length of game brief suggested 1-2 months what were the natural “eras” of HADR in Haiti? what are the lessons the game should teach? variable turn lengths to address relief-reconstruction continuum, second and third order effects what are the constraints generated by likely employment of game? 7-12 turns (Group B) 4-8 hours (Group C) how many game interactions?
- 9. key variables and processes all groups identified some version of cluster sectors (medical, food, WASH, shelter, security, infrastructure, etc) Group A also emphasized logistics/supply chain dynamics, and importance of spatial nodes/locations Group C also wanted a geographic component, ability to model population movement Group B, by contrast, went for an entirely sectoral approach (map as backdrop) how to measure “success”? humanitarian conditions organizational priorities and successes Haitian politics
- 10. game mechanics all groups decided on some sort of card-driven mechanism for event generation combined event/ops/coordination cards? (Group A) individual decks (group C), plus assets (chips)? advantages of a card-based system broad range of lessons, events, vignettes rules-on-cards learning-on-cards easily modified
- 11. game mechanics fog of HADR initially hidden need values (group C) with geographic multipliers population might sometimes self-fix problems need to focus on how player decisions shape situation and how they receive feedback
- 12. real and alternate histories should the game actually model historical events, or introduce added uncertainty through variable starting conditions? aftershocks weather crime and political stability should earthquake dynamics be tweaked to increase learning outcomes?
- 13. other considerations idea proliferation and the need for ruthless simplification how to abstract/simplify without losing immersion and suspension of disbelief? extensible game mechanics porting to other platforms