脉冲多普勒雷达频域跳盲与频域解模糊

针对脉冲多普勒雷达中的速度遮挡问题 ,提出了基于频域跳盲的PRF组合选择准则及其跳盲方法 ;针对脉冲多普勒雷达中的速度模糊 ,提出了一种用于解速度模糊的查表法 ,即通过预先存储固定表值 ,将获取的视在目标频率处理后在表中查找 ,从而得到实际目标频率。频域查表法实时性强 ,适于频域解模糊     

调频步进雷达回波实时数字生成的一种新方法

突破宽带信号数字生成方法的框架 ,提出了基于波形存储和实时计算相结合的调频步进雷达回波高速实时数字生成新方法。基于某调频步进雷达系统的研究 ,提出的解决方案摆脱了传统的波形存储直读法和直接数字合成法的局限性 ,即不适应于变换参数的情况 (比如运动目标 ) ,成功地实现了运动多散射点目标回波的实时产生 ,证明方案可行。还对算法的数值稳定性进行了分析。     

确定事例特征权值的方法研究

针对事例特征权值的确定问题 ,提出了 Delphi和 AHP相结合的权值确定方法 ,以及二次规划模型权值确定法和信用统计权值确定法 .这些方法在事例特征权值的确定中 ,有助于减少主观性 ,增加客观性 .     

MEMS陀螺仪冗余配置故障检测方法

针对姿态测量系统的可靠性问题,提出了一种冗余配置方式的微机电系统(micro-electro-mechanical system,MEMS)陀螺仪故障检测方法。首先,基于三轴MEMS陀螺仪研究了冗余配置的形式,给出了相应的故障评价函数,并给出了最优配置角度的计算方法;其次,根据冗余配置建立陀螺仪故障检测数学模型,设计了MEMS陀螺仪硬故障检测方法,并进一步证明了陀螺仪的软故障和陀螺仪输出噪声的相关性,通过最大似然估计给出了软故障检测判决函数;最后,利用自主构建的故障检测硬件平台进行了实验验证,成功实现了对发生硬故障及软故障陀螺仪敏感轴的检测。该方法将MEMS陀螺仪的冗余配置扩展到了敏感轴水平,提高了MEMS陀螺仪的数据利用率,增加了系统可靠性。     

基于不确定时滞模型的鲁棒AQM控制器设计

针对网络环境的不确定性和网络参数的时变性,采用不确定时滞系统模型对网络拥塞控制问题进行了研究。给出了利用线性矩阵不等式方法判定主动队列管理(active queue management,AQM)系统稳定的充分条件,以及基于求解非线性矩阵不等式的AQM控制器参数设计方法,设计了基于线性矩阵不等式的含时滞静态输出反馈控制器。仿真结果表明,利用该方法所得到的控制器是有效的,在变化的网络环境下,其动态响应更快,稳态波动更小。     

基于随机共振的惯性传感器信号实时处理方法

根据惯性传感器信号处理特点,研究其基于随机共振的信号实时处理方法。首先,从实时性的角度出发,确定随机共振数值算法--龙格库塔法,并对其进行相应改进,实现实时处理。然后,研究单稳系统中各个参数对信号恢复结果的影响,确定系统处理的较佳参数。最终的仿真结果表明,静态信号的零漂值得到了较大改善,而动态信号的信噪比最大可提高约20 dB。同时,为了进一步验证算法,在数字信号处理硬件平台上实现算法,采样频率为5 000 Hz,结果完全能够满足惯性传感器信号处理的要求。因此,所提算法能够有效进行惯性传感器信号实时处理,为随机共振理论在惯性传感器信号处理中的应用提供了重要参考。     

Film Use to Promote Understanding in Change and Diffusion of Innovation

The paper explores cinematic films as a pedagogical tool to promote critical thinking and student discussions in a doctoral-level learning, design, and technology seminar course at a major U.S. research university. These discussions focused on systemic change and systemic thinking concepts. The authors offer evidence from the literature that supports films’ power as a visual metaphor and neurocognitive stimulator to promote development of new perspectives in graduate students on case studies through articulation, reflection, and explanation of their thought processes on change and diffusion of innovation. There are theoretical, political, social, and technological issues that create tensions during any systemic change effort. The goal of using film in this seminar is to equip students with the requisite skills, theoretical frameworks, and interpersonal experiences needed to address these issues within organizations and communities. The change expected from systemic thinking is for students to think more deeply about the interconnectedness of systems and the importance of bottom-up change efforts that consider the perspective of all stakeholders.     

Operationalising “Double-Loop” Learning in Service Organisations: A Systems Approach for Creating Knowledge

Learning organisation literature has widely discussed the connections between “double-loop” learning and its significance to organisational performance, but paying little attention to tools and systems that can operationalise “double-loop” learning in organisations. This paper investigates the impact of applying a systems approach for service operations design, expressed as the Vanguard Method (Seddon, Freedom from command and control: a better way to make the work work, 2003), in order to activate “double-loop” learning in service organisations. Two case studies were conducted in the banking mortgage operations and adults’ social care services in the UK, using the dimensions of the learning organisation questionnaire (DLOQ), semi-structured interviews, observations, and documents. The findings of the cross-case analysis support the link of applying the Vanguard Method with operationalising “double-loop” learning through three main factors, namely systematic-operations improvement, organisational capacity development, and outside-in mode of work; that are all embedded into the seven dimensions of the DLOQ. The value of this paper is the introduction of a service operations design tool that can activate “double-loop” learning performance in the fast changing knowledge era. It also provides an impetus for service organisations to creatively influence employees’ competencies to effectively improve internal systems.     

Systemic Development of Leadership: Action Research in an Indian Manufacturing Organization

This insider action research study differentiates between developing leaders and leadership, evolves a systemic leadership model, and intervenes on the human, social and processes dimensions for developing leadership. This is a real-time study and responds to the organizational reality of fast pace of change and its systemic nature. Consequently, the research too is fast to guide actions and influence positive changes in the organization. As the action research addresses a systemic reality, research and contributions are in multiple aspects, with new techniques having huge implications for theory building as well as improving practice. The study provides a structural solution to perceived lack of commitment in senior colleagues—a syndrome I acronym as HILE (High Intentions and Lukewarm Execution)–by re-designing organizational processes and making time available for its effective utilization in developing leadership. A new technique of triggering major changes in organizations termed “concept sublimation” distils concept from the statements of major stakeholder and sublimates it from lower to higher unit of analysis and to higher levels of positivity. Statistical simplification of a competency framework by applying concepts from Euclidian geometry and making it effective is yet a unique contribution of this action research study. The study adapts the competing values framework in developing a method of assessing cultural congruence of a candidate with the culture of the organization. The uniqueness of the study lies in bridging the gap in the literature by actually and systemically developing leadership in an organization and providing pragmatic insights on developing leadership while also creating knowledge for theory building.     

Using the ‘Engagement’ Model of Problem Solving to Assist Students in Capstone Learning

The engagement model for problem solving was developed as a response to soft systems methodology being difficult to implement in certain circumstances. In the years since the original paper was published, the model has developed into an iterative problem solving approach for the assessment, creation and implementation of new ideas in difficult problem situations. This case study paper exemplifies the kind of work undertaken through the use of the model and provides a practical scenario for how one might apply it. The case study takes place in a higher education environment and relates to the development of a capstone course for management majors. The paper concludes with suggestions for future research.