The SRA Symposium - College of Medicine

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Papers Houston, D. & Studman, C.J., (2001). Quality management and the university: a deafening clash of metaphors? Assessment and evaluation in higher education, 26(5), 475 – 487. Kirkland, J. & Day, R., (2005). Common problems, novel solutions: an international benchmarking group. Research Global, 9, Association of Commonwealth Universities, February 2005, 14-16. Lipset, S. M., (1994). In defense of the research university. In J. R. Cole, E. G. Barber, & S. R. Graubard (Eds.), The research university in a time of discontent (pp. 219-224). Baltimore: John Hopkins University Press. OECD., (2002). Frascati Manual: proposed standard practice for surveys on research and experimental development. Organisation for Economic Co-operation and Development, Paris: OECD Publications Service. Pratt, J., (1997). The polytechnic experiment: 1965-1992. London: Society for Research in Higher Education/Open University Press. Ramsden, P., (1994). Describing and explaining research productivity. Higher Education, 28, 207-226. Studman, C.J., (2003a). Growing a Research Culture. The Journal of Research Administration, 34(1), 19-27. Studman, C.J., (2003b). Research Utilisation and Sustainable Development. Keynote paper, 9th BOLESWA International Educational Research Symposium, Conference Proceedings, Lightfoot:Gaborone. Studman, C.J., (2004). Developing a Research Policy. Research Opportunities, Association of Commonwealth Universities, Issue 7, 8-9. University of Botswana, (2002). Policy for Research and Development at the University of Botswana. Gaborone; University of Botswana. University Website http://www.ub.bw/about/plandocuments.cfm. Also Association of Commonwealth Universities website http://www.acu.ac.uk. University of Botswana, (2003). Vision and Mission Statements. Gaborone; University of Botswana. Website http://www.ub.bw/about/plandocuments.cfm. Waugaman, P.G., (2004). Benchmarking research management – the US experience. Research Opportunities, Association of Commonwealth Universities, issue 7 May 2004, 12-13. Zubrick, A., (2000). Strengthening the nexus between teaching and research. In G. S. Fraser (Ed.), Vice-chancellor’s Symposium: The Research Teaching Nexus, Symposium Readings, Palmerston North, New Zealand: Massey University 1-4. 268 2005 Symposium Proceedings Book
Author’s Note: Peer-to-Peer Discovery: Beyond Knowledge Management Michael Whitecar mikewhitecar@hotmail.com This paper is an ongoing evolution of gaining an understanding of human interaction with technology beyond knowledge management. Presented through a case study approach, the historical references referred to within are based on my own experiences over 18 years. Abstract: There are many similar situations where organizations have claimed to tackle knowledge management through the installation of an enterprise software solution providing the capability to capture and transfer knowledge using a web browser enabling “water cooler” effects of centralizing casual office conversation. A centralized and one size fits all approach limits the ability and capacity to capture and share knowledge instantaneously at the point of creation. Time, fluidity, and human flow are of the essence in an era that no longer requires a physical presence of communication. Virtual employment, ease of travel, and the multitude of electronic capturing devices create new challenges that prohibit a single point of execution and force a new discipline of searching techniques. This paper introduces a concept called Peer-to-Peer Discovery that engages forthcoming contributors in discovering new knowledge, promoting collaboration, and reaching out to existing information collection points. The concept circulates a flow of conversation or document establishment from a multitude of existing interfaces, weighs and learns the context, and automatically seeks others with similar interests or objectives. Exponentially, just-in-time knowledge is created from these newly established relationships, and is routinely circulated attaching new members to its core and spinning off other topics of interests. Introduction Papers There are many similar situations where organizations have claimed to tackle knowledge management through the installation of an enterprise software solution providing the capability to capture and transfer knowledge using a web browser enabling “water cooler” effects of centralizing casual office conversation. Increasing numbers of newly appointed Chief Information Officers (CIOs), or in some cases Chief Knowledge Officers (CKOs), are tasked by their senior management with creating knowledge workers or initiating a knowledge management programs. A common approach to responding to management is to first seek technology that will address the requirements. Aware of many of those seeking knowledge management programs, an increasing number of software vendors are ever so present just when you need them with their products full of so called proven technical solutions. The vendors understand who the new CIOs/CKOs are and understand how they spend money. They present a variety of pricing models, a selection of menu items, and if a requirement is not currently developed, they can have it built. Anxiously waiting to secure an early win, stories are told over and over of CIOs/CKOs pursing this routine and often traveled path. The one thing that is always missing from every business case and presentation is the human element. How have humans interacted with technology? How have they interacted with transferring knowledge when at one time, and often still is, knowledge is power. Every new software installation starts with a level of excitement as the “techies” are eager to try something new, the CIOs are hoping to secure a win, and management, well, if they are behind the new initiative, are on the side lines just hoping all goes well with the rest of the organization. Once the excitement wares off, the solution may begin to dwindle. The most common reactive steps are 2005 Symposium Proceedings Book 269
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2005 Symposium Proceedings The SRA
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Dear Colleagues and Friends, Octobe
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Table of Contents Karen M. Wilson.
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Poster Abstracts
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Poster Abstracts Poster Abstract 20
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Poster Abstracts Contributed Poster
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Papers
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Papers The principles of respect fo
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Papers The narrative approach, on t
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Papers References Agre, P., Campbel
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Papers Potts, A., Grace, V., Gavey,
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Papers Introduction Day by day soci
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Papers Brent: Karl has been a great
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Papers Karl: During my time at the
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Papers Work Hard. Another very impo
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Papers External Resource Acquisitio
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Papers Generally speaking, fundrais
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Papers Organizations and websites t
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Papers Public HBCUs and smaller chu
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Papers There are key databases avai
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Papers 2. Basic Institutional Compo
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Papers The Utility of Gender, Race,
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Papers As a three hospital health c
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Papers References Amdur, R., Banker
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Papers • Dramatic Growth in Resea
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Papers • Cross Unit Collaboration
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Papers The Development, Implementat
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Papers Background: IRBs in AMCs hav
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Papers Institutional Quality Improv
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Papers Institutional Audit Findings
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Papers References: Burke, G.S. (200
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Papers Table 1 Total Number of Prot
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Papers Sunday, December 7, 2003. D
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Papers Similarly, the OGE audit ind
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Papers Changes to 5 C.F.R. §5501.1
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Papers * * * However, § 5501.106(c
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Papers 4. Conclusion The NIH Februa
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Papers Within the context of a mana
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Papers As illustrated (Figure 1) th
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Papers Figure 3. Recommendation lev
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Papers References Australian Vice-C
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Papers The Problem and Its Statemen
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Papers ated directly or indirectly
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Papers Table 1: Survey Respondents
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Papers Conclusions With the creatio
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Papers APPENDIX 2 I. Research Admin
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Papers facing patients being recrui
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Papers Even if prospective subjects
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Papers sponsors must have some idea
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Papers 4) Heuristics: Since the con
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Papers Hochhauser, M. Informed Cons
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Papers How “readable” are conse
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Papers of vowels per word, some on
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Papers followed by 39 side effect b
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Papers References Chall, J.S. & Dal
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Papers Coping involves the effort t
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Papers Conclusion Defense mechanism
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Papers of Pennsylvania in 2000. In
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Papers for board members, reviewing
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Papers Focusing on “Development
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Papers Figure 1: Total UB Internal
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Papers Figure 3: Academic staff vie
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Papers Respondents’ evaluations o
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Papers 140 2005 Symposium Proceedin
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Papers ing proposals, the greater t
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Papers Abstract “Best Practices
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Papers INSTITUTIONAL ERA PLANNING A
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Papers process than an end product;
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Papers realization of the benefits
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Papers State and private institutio
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Papers Institutions of higher educa
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Papers Typically, all interactions
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Papers Figure 2 There are nine pers
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Papers Questions that can be discus
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Papers Using the innovation success
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Papers students in non-science subj
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Papers For example, to address inno
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Papers The second is the Botswana T
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Papers manpower is not trained, and
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Papers European and Federal Funding
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Papers As the majority of US Univer
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Papers Integrated Project Duration
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Papers up to these terms (called
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Papers Collective responsibility -
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Papers • Revised implementation p
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Papers Conclusion SRA is an interna
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Papers Virgin Territory: The Role o
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Papers and in which disciplines. Th
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Papers Benefits of Working with Jun
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Papers Human Subjects Research and
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Papers observational and could do v
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Papers ted on patients at l’Hopit
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Papers The pastor of the Bergen hos
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Papers The Environmental Protection
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Papers Mentoring and Motivating: Br
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Papers more importantly, individual
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Papers with little or no cash outla
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Papers better outcomes for areas th
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Papers attention of the research of
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