New species and new records of North America Pityophthorus (Coleoptera: Scolytidae), Part VI. The Lautus group

Four new species of Mexican Pityophthorus in the Lautus group are described: P. indefessus (Jalisco), P. inhabilis (Guerrero), P. tutulus (Veracruz), and P. vegrandis (Quintana Roo) and a new locality record is given for P. corruptus Wood.     

电磁场的寖渐施加撤除与能量算符(英文)

当电磁场(宀浸)渐施加并随后(宀浸)渐撤除之后,电磁场为零而矢势和标势仍可不为零。在这情形下必须用能量算符而不能用哈密顿量去计算系统处于一能量本征态的几率。在电磁场为零时势为零这种规范中,能量算符化为未扰动哈密顿量,这时能用通常的方法计算几率。     

Doing Action Research in One's Own Organization: An Ongoing Conversation Over Time

There are many variants of action research. This article describes a socioecological action research approach done from inside an organization-in-environments. Building on past discussions of action research, an inside-outsider action research model is presented, and using the author's own experience, the paper explores some special relations inherent in such a model. The paper starts with a brief outline of the theory, then discusses some of the structural relations of inside-outsider action research, some practical issues and then reports several vignettes as examples. The paper concludes that action research is still an evolving paradigm.     

Effect of phase transitions on compressional-wave velocities in the Earth's mantle

The velocities of seismic waves in the Earth are governed by the response of the constituent mineral assemblage to perturbations in pressure and stress. The effective bulk modulus is significantly lowered if the pressure of the seismic wave drives a volume-reducing phase transformation. A comparison between the amount of time required by phase transitions to reach equilibrium and the sampling period thus becomes crucial in defining the softening and attenuation of compressional waves within such a two-phase zone. These phenomena are difficult to assess experimentally, however, because data at conditions appropriate to the Earth's deep interior are required. Here we present synchrotron-based experimental data that demonstrate softening of the bulk modulus within the two-phase loop of olivine-ringwoodite on a timescale of 100 s. If the amplitude of the pressure perturbation and the grain size are scaled to those expected in the Earth, the compressional-wave velocities within the discontinuities at 410, 520 and, possibly, 660 km are likely to be significantly lower than otherwise expected. The generalization of these observations to aluminium-controlled phase transitions raises the possibility of large velocity perturbations throughout the upper 1,000 km of the mantle.     

Structure Underlies Other Organizational Determinants of Mental Health: Recent Results Confirm Early Sociotechnical Systems Research

Workplaces are implicated in the current global epidemic of mental illness. This paper presents early results from an action research project designed to investigate and prevent mental illness at work. It treats the organization as an open sociotechnical system where mental health is measured by self report and the affects experienced at work. Sick days are also measured. The study finds that the second genotypical, organizational design principle creates enabling conditions for mental health, many of which enablers such as trust and equality have previously been hypothesized as determinants of mental health. But the enablers are themselves consequent to a design principle. The results show how the second design principle creates the jointly optimized sociotechnical system that leads to enablers and positive outcomes, for people and the bottom line. This research reinforces the conclusion from the first study of sociotechnical systems that structure is a determinant of mental health.     

From Cars to Bicycles: an Ecosystem View of Montreal Traffic as a Wicked Problem

Systemic Practice and Action Research - In this paper, we share our reflections based on a process consultation project in collaboration with the Montreal Bicycle Advisory Committee. We put forward...     

IDEA: A Collaborative Organizational Design Process Integrating Innovation, Design, Engagement, and Action

This paper describes an innovative and successful 1-year organization change process. It captures a design-based inquiry that simultaneously applies creative, purposeful, and systemic thinking to a complex set of issues. Three significant findings result from this research. First, this paper discusses how the change process created the necessary and sufficient conditions allowing for the creation of an innovative organizational design that embeds both optimization and innovation. Second, Design Thinking was used to develop a 2-day participative design process we have called IDEA, an acronym for integrating innovation, design, engagement, and action. We believe that the IDEA organizational design process is replicable. Third, it describes an emergent and co-created change process. This paper concludes by raising questions for future transformative organizational design efforts.