Philosophy Chapter
QMRThe Shire of Bright was divided into four ridings on 16 May 1961, each of which elected three councillors:
Bright Riding
Ovens Riding
Kiewa Riding
Mt Beauty Riding
Ryan Merkle QMRFour Year Strong is an American pop punk/melodic hardcore band from Worcester, Massachusetts, formed in 2001. The group consists of vocalists and guitarists Dan O'Connor and Alan Day, bassist Joe Weiss, and drummer Jackson Massucco. They have released five studio albums, their recent self-titled album was released on June 2, 2015 through Pure Noise Records.
QMRFour Crosses is a village in Montgomeryshire in northern Powys, mid Wales, close to the border with Shropshire. It is in the community of Llandysilio. It lies on the A483 road which now bypasses the village to the west.
The village is home to over 900 persons.[citation needed]
It is on the Offa's Dyke Path. The nearest town is Oswestry. The Foxen Manor housing estate has a football field and playground. This field is home to Four Crosses Football Club, who are in the SPAR Mid Wales League, and are moving up the division.
The village was served by Four Crosses railway station until 1965.
Ryan Merkle QMRCrosses (stylized as †††) is the debut full-length album by the American musical group Crosses.[8] The album was released on February 11, 2014 on Sumerian Records. The album contains remastered versions of songs from the band's previous two EPs (EP 1 and EP 2, respectively) as well as five new songs that were originally set to be released as EP 3. The album debuted at 26 on the Billboard Top 200 upon release. The album's sound reflects elements of electronic rock,[1] nu gaze,[1] dream pop,[2] ambient, dark ambient, gothic rock,[9] trip hop,[10] darkwave,[9] witch house and electronica.[2]
Ryan Merkle QMRA cross potent, also known as a crutch cross, is a form of heraldic cross with crossbars or "crutches" at the four ends. In German, it is known as a Krückenkreuz (literally "crutches cross"). Potent is an old word for a crutch, from a late Middle English alteration of Old French potence 'crutch', from Latin potentia 'power' (which in medieval Latin meant 'crutch').[1] The term potent is also used in heraldic terminology to describe a 'T' shaped alteration of vair,[2] and potenté is a line of partition contorted into a series of 'T' shapes.[3]
Contents [hide]
1 History
2 Unicode
3 See also
4 References
History[edit]
The cross potent already appeared in Neolithic petroglyphs, dating back to 2500 BC.[citation needed]
In Old Persian, the sign stood for *maguš 'magician, magi'. It was borrowed into Chinese as the character 巫, pronounced *myag in Old Chinese and as wū in standard Mandarin.[4]
The Kingdom of Jerusalem famously bore a gold cross potent between four crosslets upon a silver field.[5]
Upon the passage of the 1924 Schilling Act it was used as a national symbol of the Austrian First Republic, minted on the backside of the Groschen coins. In 1934 it became the emblem of the Austrofascist Federal State of Austria, adopted from the ruling Fatherland's Front, an authoritarian traditionalist political organisation led by Chancellor Engelbert Dollfuss.[citation needed]
Today the cross potent is used by many, mostly Roman Catholic, Scouting and Guiding organisations in their logos and insignia. It is currently used in the coats of arms of the Santa Cruz Department in Bolivia, and of the Wingolf Christian student fraternities in Germany, Austria and Estonia.
Unicode[edit]
In Unicode, it is represented as the character "☩", U+2629 CROSS OF JERUSALEM; the name of this Unicode character is a misnomer, since the Jerusalem cross itself is a more complex symbol consisting of a large Greek cross or cross potent surrounded by four smaller Greek crosses.
Ryan Merkle QMR"Three Wooden Crosses" the title of a song written by Kim Williams and Doug Johnson, and recorded by American country music singer-songwriter Randy Travis. It was released in November 2002 from his album, Rise and Shine. The song became Travis' 16th Number One single, and his first since "Whisper My Name" in 1994.[1] In addition, it was named Song of the Year by the Country Music Association in 2003[2] and won a Dove Award from the Gospel Music Association as Country Song of the Year in 2004.[3]
QMRTrinity Baptist College, TBC, is a private college located in Jacksonville, Florida. It was founded in 1974 by Trinity Baptist Church. It has been accredited by the Transnational Association of Christian Colleges and Schools since 1997. The college is currently under the leadership of chancellor Tom Messer.
The student body is divided into eight groups known as societies, each having a name consisting of three Greek letters, similar to the style of fraternities and sororities. There are four societies for the men and four for the women. These have been established to provide Christian fellowship through meetings, activities, and competitions. The societies are involved in school projects and in fund-raising. Each has its own elected officials and offers opportunities for members to develop as leaders.[2]
The societies at Trinity Baptist College are:
Men's Societies[edit]
Sigma Lambda Kappa—ΣΛΚ
(Speiron ton Logon Kuriou—Sowing the Word of the Lord)
Pi Ro Pi—ΠΡΠ
(Pur, Romphaia, Pneuma—Fire, Sword, Spirit)
Pi Theta Kappa—ΠΘΚ
(Parakletoi Theu Kosmos—Advocates of God to the World)
Alpha Omega Epsilone—ΑΩΕ
(Emi to Alpha ki to Omega—I Am the Alpha and the Omega)
Women's Societies[edit]
Tri Delta—ΔΔΔ
(Dioko, Douleuo, Doxazo—Follow, Serve, Glorify)
Tau Theta Epsilon—ΤΘΕ
(Tas Thugatras Eireineis—Daughters of Peace)
Kappa Delta Chi—ΚΔΧ
(Katharos Dia Christon—Pure on Account of Christ)
Pi Epsilon Alpha—ΠΕΑ
(Pistis, Elpis, Agape—Faith, Hope, Charity)
Ryan Merkle QMRThe Royal Horticultural Society's four major gardens in England are: Wisley Garden, near Wisley in Surrey; Rosemoor Garden in Devon; Hyde Hall in Essex and Harlow Carr in Harrogate, North Yorkshire.
QMRThe American Mathematical Society (AMS) is an association of professional mathematicians dedicated to the interests of mathematical research and scholarship, and serves the national and international community through its publications, meetings, advocacy and other programs.
The society is one of the four parts of the Joint Policy Board for Mathematics (JPBM) and a member of the Conference Board of the Mathematical Sciences (CBMS).
Ryan Merkle QMRThe Valley Fire was a wildfire during the 2015 California wildfire season that started on September 12 in Lake County, California.[1] The fire started a little after 1:00 pm near Cobb and by 6:30 PM had burned more than 10,000 acres (40 km2).[2] By Sunday, the fire had reached 50,000 acres (202 km2) and had destroyed much of Cobb, Middletown, Whispering Pines, and parts in the south end of Hidden Valley Lake.[3] The fire ultimately spread to 76,067 acres (308 km2) and killed four people.[4][1][5][6] The fire is the third-worst fire in California history based on total structures burned.[7]
Ryan Merkle QMRA knowledge society promotes human rights and offers equal, inclusive, and universal access to all knowledge creation. The UNESCO World Report establishes four principles that are essential for development of an equitable knowledge society:[3]
Cultural diversity
Equal access to education
Universal access to information (in the public domain)
Freedom of expression
QMRThe TOK course uses a combination, in no particular order ("many entry points and sequences are possible"):[2]
Ways of knowing: (sense perception, reason, emotion, faith, imagination, intuition, memory, and language). How do we gain knowledge of the world, and what are the advantages and disadvantages of each way in which we learn of the world and our place in it. Until autumn 2014, there were only four ways of knowing (sense perception, reason, emotion, and language, but the IB curriculum then changed to include four other ways of knowing: intuition, imagination, faith, and memory.
Ryan Merkle QMRKnowledge was a term used by Shri Hans Ji Maharaj (Hans Rawat) to denote a formulation of four specific techniques that were imparted in a process of initiation.[1][2] The term has continued to be used by two of Shri Hans Ji Maharaj’s sons, Satpal Rawat and Prem Rawat.[3][4][5]
Ryan Merkle "The major focus of Maharaji is on stillness, peace, and contentment within the individual, and his 'Knowledge' consists of the techniques to obtain them. Knowledge, roughly translated, means the happiness of the true self-understanding. Each individual should seek to comprehend his or her true self. In turn, this brings a sense of well-being, joy, and harmony as one comes in contact with one's "own nature." The Knowledge includes four meditation procedures: Light, Music, Nectar and Word. The process of reaching the true self within can only be achieved by the individual, but with the guidance and help of a teacher. Hence, the movement seems to embrace aspects of world-rejection and world-affirmation. The tens of thousands of followers in the West do not see themselves as members of a religion, but the adherents of a system of teachings that extol the goal of enjoying life to the full."
^ Jump up to: a b c d
Ryan Merkle QMROrganizational learning is the process of creating, retaining, and transferring knowledge within an organization. An organization improves over time as it gains experience. From this experience, it is able to create knowledge. This knowledge is broad, covering any topic that could better an organization. Examples may include ways to increase production efficiency or to develop beneficial investor relations. Knowledge is created at four different units: individual, group, organizational, and inter organizational.
Units of learning[edit]
Organizations gain knowledge in one of the four organizational units of Learning: individual, team, organizational, and inter-organizational. Organizational learning "involves the process through which organizational units (e.g. groups, departments, divisions) change as a result of experience." An example of organizational learning is a hospital surgical team learning to use new technology that will increase efficiency.[10]
Individual learning is the smallest unit at which learning can occur. An individual learns new skills or ideas, and his productivity at work may increase as he gains expertise. The individual can decide whether or not to share his knowledge with the rest of the group. If the individual leaves the group and doesn’t share his knowledge before leaving, the group loses this knowledge.[11] In their study of software development, Boh, Slaughter and Espinosa (2007) found that individuals were more productive the more specialized experience they had with a certain system.[12]
Group learning is the next largest unit at which learning can occur. Group learning happens when individuals within a group "acquire, share, and combine knowledge through experience with one another".[13] There are conflicting definitions of group learning among researchers studying it. One belief is that group learning is a process in which a group takes action, gets feedback, and uses this feedback to modify their future action.[14] Another belief is that group learning happens when a member shares his or her individual knowledge with other group members. Once this happens, individual learning turns into group learning.[11] Reagans, Argote, and Brooks (2005) studied group learning by examining joint-replacement surgery in teaching hospitals. They concluded that "increased experience working together in a team promoted better coordination and teamwork."[15] Working together in a team also allowed members to share their knowledge with others and learn from other members.
Organizational learning is the way in which an organization creates and organizes knowledge relating to their functions and culture. Organizational learning happens in all of the organization’s activities, and it happens in different speeds. The goal of organizational learning is to successfully adapt to changing environments, to adjust under uncertain conditions, and to increase efficiency.[16] According to Argote (1993), managers in manufacturing plants saw organization learning occur when they found ways to make individual workers more proficient, improve the organization’s "technology, tooling, and layout," improve the organization’s structure, and determine the organization’s strengths.[4]
Interorganizational learning is the way in which different organizations in an alliance collaborate, share knowledge, and learn from one another. An organization is able to improve its "processes and products by integrating new insights and knowledge" from another organization.[17] By learning from another organization, an organization is able to cut time costs, decrease the risks associated with problem solving, and learn faster. Learning from another organization can mean either applying the same ideas used by that organization or modifying these ideas, thereby creating innovation.[17] Inter-organizational learning occurs frequently in fixed business models, such as franchising. The franchisee looking to use the franchisor’s brand has to learn how to use the organization’s business model before starting a franchise.[18]
QMRIn healthcare, Carper's fundamental ways of knowing is a typology that attempts to classify the different sources from which knowledge and beliefs in professional practice (originally specifically nursing) can be or have been derived. It was proposed by Barbara A. Carper, a professor at the College of Nursing at Texas Woman's University, in 1978.[1][2]
The typology identifies four fundamental "patterns of knowing":
Empirical
Factual knowledge from science, or other external sources, that can be empirically verified.
Personal
Knowledge and attitudes derived from personal self-understanding and empathy, including imagining one's self in the patient's position.
Ethical
Attitudes and knowledge derived from an ethical framework, including an awareness of moral questions and choices.
Aesthetic
Awareness of the immediate situation, seated in immediate practical action; including awareness of the patient and their circumstances as uniquely individual, and of the combined wholeness of the situation. (Aesthetic in this sense is used to mean "relating to the here and now", from the Greek αἰσθάνομαι (aisthanomai), meaning "I perceive, feel, sense";[3] the reference is not to the consideration of beauty, art and taste).
The emphasis on different ways of knowing is presented as a tool for generating clearer and more complete thinking and learning about experiences, and broader self-integration of classroom education. As such it helped crystallize Johns' (1995) framework for reflective investigation to develop reflective practice.[4]
The typology has been seen as leading a reaction against over-emphasis on just empirically derived knowledge, so called "scientific nursing", by emphasising that attitudes and actions that are perhaps more personal and more intuitive are centrally important too, and equally fit for discussion.[5][6]
QMRDIKW Pyramid
From Wikipedia, the free encyclopedia
DIKW Pyramid.
The DIKW Pyramid, also known variously as the "DIKW Hierarchy", "Wisdom Hierarchy", the "Knowledge Hierarchy", the "Information Hierarchy", and the "Knowledge Pyramid",[1] refers loosely to a class of models[2] for representing purported structural and/or functional relationships between data, information, knowledge, and wisdom. "Typically information is defined in terms of data, knowledge in terms of information, and wisdom in terms of knowledge".[1]
Not all versions of the DIKW model reference all four components (earlier versions not including data, later versions omitting or downplaying wisdom), and some include additional components. In addition to a hierarchy and a pyramid, the DIKW model has also been characterized as a chain,[3][4] as a framework,[5] and as a continuum.[6]
QMRThe Cynefin framework has five domains.[9] The first four domains are:
Obvious - replacing the previously used terminology Simple from early 2014 - in which the relationship between cause and effect is obvious to all, the approach is to Sense - Categorise - Respond and we can apply best practice.
Complicated, in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense - Analyze - Respond and we can apply good practice.
Complex, in which the relationship between cause and effect can only be perceived in retrospect, but not in advance, the approach is to Probe - Sense - Respond and we can sense emergent practice.
Chaotic, in which there is no relationship between cause and effect at systems level, the approach is to Act - Sense - Respond and we can discover novel practice.
The fifth domain is Disorder, which is the state of not knowing what type of causality exists, in which state people will revert to their own comfort zone in making a decision. In full use, the Cynefin framework has sub-domains, and the boundary between obvious and chaotic is seen as a catastrophic one: complacency leads to failure.
The domains are placed inside of a quadrant
Ryan Merkle QMRPerception management in politics is referred to as "political marketing strategy," or "strategic political marketing." It originated from traditional business marketing strategies applied to politics, largely for the purpose of winning elections. Political parties and actors can choose between two fundamental methods: leading the market or following the market. Leading the market involves fulfilling underlying demands of principle, and a political actor would essentially assume the position of one who leads on their own ideas and principles. Following the market entails the political actor's reliance on research such as public opinion surveys and adoption of those principles and ideas held by the majority of the people who the political actor wishes to influence.
Central to political marketing is the concept of strategic political postures—positions organizations assume to prompt the desired perceptions in a target group. Each strategic political posture relies on a different mix of leading and following, and includes four general types of postures:
the political lightweight: neither leads nor follows very well; does not represent a posture easily sustained; is not confident in own ideals or particularly concerned with adapting to the needs and wants of constituents.
the convinced ideologist: leads exceedingly well, holding its own opinions and endeavoring to convince others of their merit.
the tactical populist: emphasizes following to achieve power; focuses on adopting political policies that appeal to a majority in order to attain the political power necessary to implement a party's goals.
the relationship builder: both leads and follows; has confidence in own ideas but able to adapt to the needs and wants of constituents.
Political market orientation (PMO) originated from commercial market orientation strategies applied to a political environment. Developed by Robert Ormrod, the comprehensive PMO model involves four attitudinal constructs and four behavioral methods:
Organizational attitudes include:
Internal orientation: focuses on including and acknowledging the importance of other party members and their opinions
Voter orientation: focuses on the importance of current and future voters and the awareness of their needs.
Competitor orientation: focuses on awareness of competitors' positions and strengths, and acknowledges that cooperation with competing parties can advance the party's long-term goals.
External Orientation: focuses on the importance of parties that are neither voters nor competitors, including media, interest groups, and lobbyists.
Organizational behaviors include:
Information generation: focuses on gathering information about every party involved in a given issue.
Information dissemination: focuses on receiving and communicating information, both formally and informally.
Member participation: focuses on involving all party members, through vigorous discussion and debate, to create a consistent party strategy.
Consistent Strategy Implementation: focuses on implementing consistent, established strategies through formal and informal channels.[43]
Ryan Merkle QMRCultural theory[edit]
One line of the Cultural Theory of risk is based on the work of anthropologist Mary Douglas and political scientist Aaron Wildavsky first published in 1982.[17] In cultural theory, Douglas and Wildavsky outline four “ways of life” in a grid/group arrangement. Each way of life corresponds to a specific social structure and a particular outlook on risk. Grid categorizes the degree to which people are constrained and circumscribed in their social role. The tighter binding of social constraints limits individual negotiation. Group refers to the extent to which individuals are bounded by feelings of belonging or solidarity. The greater the bonds, the less individual choice are subject to personal control.[18] Four ways of life include: Hierarchical, Individualist, Egalitarian, and Fatalist.
Risk perception researchers have not widely accepted this version of cultural theory. Even Douglas says that the theory is controversial; it poses a danger of moving out of the favored paradigm of individual rational choice of which many researchers are comfortable.[19]
On the other hand, writers who drawn upon a broader cultural theory perspective have argued that risk-perception analysis helps understand the public response to terrorism in a way that goes far beyond 'rational choice'. As John Handmer and Paul James write:
“ In the area of embodied risk, people are not as fearful of themselves as perhaps they should be on the issues of illicit drug use, unsafe sex and so on. Yet with the compounding of both more abstract and more embodied risk this package appears to have met its goal to generate support for government policy. Fear of 'outsiders' and of a non-specific, invisible and uncontrollable threat was a powerful motivator in shaping perception.[20]
Ryan Merkle speech perception wiki
Ryan Merkle QMROrganizational justice is conceptualized as a multidimensional construct. The four proposed components are distributive, procedural, interpersonal, and informational justice. Research also suggests the importance of affect and emotion in the appraisal of the fairness of a situation as well as one’s behavioral and attitudinal reactions to the situation (e.g., Barsky, Kaplan, & Beal, 2011). Much literature in the industrial/organizational psychology field has examined organizational justice as well as the associated outcomes. Perceptions of justice influence many key organizational outcomes such as motivation (Latham & Pinder, 2005) and job satisfaction (Al-Zu’bi, 2010).
Ryan Merkle QMRBroadly speaking, Smith followed the views of his mentor, Francis Hutcheson of the University of Glasgow, who divided moral philosophy into four parts: Ethics and Virtue; Private rights and Natural liberty; Familial rights (called Economics); and State and Individual rights (called Politics).
Ryan Merkle QMRExisting approaches to sentiment analysis can be grouped into four main categories: keyword spotting, lexical affinity, statistical methods, and concept-level techniques.[
No comments:
Post a Comment