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This paper aims to understand how experience with the fringe effects of a cyclone influences perception of cyclone severity. Understanding how certain types of experience influences risk perception should help to clarify why there is an unclear link between experience and risk perception within the existing literature.

A total of 155 respondents with fringe cyclone experience were recruited to fill in a closed-ended question survey. The survey was designed to assess perceptions of a previous cyclone and future cyclone severity.

Most respondents who had experienced the fringe effects of a cyclone overestimated the wind speed in their location. Respondents who overestimated previous cyclone wind speed also predicted less damage from future Category 5 cyclones.

This research indicates that overestimating the severity of past cyclones can have a detrimental effect on how people predict damage due to high category cyclones.

The findings suggest that people with fringe cyclone experience need additional information to help reshape their perceptions of cyclone severity.

This paper provides a unique perspective on the relationship between experience and risk perception by demonstrating that experience on the fringe of a cyclone has a negative influence on risk perception.

The great filter and an unfriendly artificial general intelligence might pose existential risks to humanity, but these two risks are anti-correlated. The purpose of this paper is to consider the implications of having evidence that mankind is at significant peril from both these risks.

This paper creates Bayesian models under which one might get evidence for being at risk for two perils when we know that we are at risk for at most one of these perils.

Humanity should possibly be more optimistic about its long-term survival if we have convincing evidence for believing that both these risks are real than if we have such evidence for thinking that only one of these perils would likely strike us.

Deriving implications of being greatly concerned about both an unfriendly artificial general intelligence and the great filter.

A survey of project scheduling problems since 1973 limited to work done specifically in the project scheduling area (although several techniques developed for assembly line balancing and job‐shop scheduling can be applicable to project scheduling): the survey includes the work done on fundamental problems such as the resource‐constrained project scheduling problem (RCPSP); time/cost trade‐off problem (TCTP); and payment scheduling problem (PSP). Also discusses some recent research that integrates RCPSP with either TCTP or PSP, and PSP with TCTP. In spite of their practical relevance, very little work has been done on these combined problems to date. The future of the project scheduling literature appears to be developing in the direction of combining the fundamental problems and developing efficient exact and heuristic methods for the resulting problems.

This article outlines a personal Journey Line Narrative exercise aimed at enhancing leader authenticity and effectiveness by asking students to “look back” and identify their core values, as well as the formative experiences that helped solidify those values. The Journey Line Narrative encourages reflection and self-awareness by asking students to answer the question “Who am I?”, to articulate this reflection to a mentor, and to distill this reflection into a coherent essay. This exercise can be useful in courses focused on leader development by helping aspiring leaders develop and communicate their authenticity, core values, and purpose

This work investigates a regional hospital, which has an affiliated low-acuity emergency department (ED) facility that currently struggles to meet its service level goal (85% of its patients should be in the room in 60 minutes or less). A capability analysis using data from existing processes at this facility revealed that with the current processes and current level of resources, the facility is not capable of meeting existing service level goal. A simulation was developed to examine multiple alternatives that could improve patient flow at the facility. A set of scenarios were created that modified one or more of the resources such as doctors, nurses, and rooms by changing their schedules or their quantities. The impact of the response variables related to the facility’s service level goal was recorded for each scenario. Based on the results of the simulation, recommendations to the facility for alternative ways to schedule and allocate its resources in order to meet its current service level goal were given.

This case is the first of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of the India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case A sets the stage for addressing open defecation in rural India and discusses the human resources and strategic challenges to implementing SBM from the vantage point of the new Secretary. It ends with strategic dilemmas related to what the new SBM team should do once they had sized up the challenges to eliminating open defecation by 2019. The case provides an opportunity to deliberate the managerial and strategic decisions of a globally relevant public behaviour change and rural infrastructure development program as well as different forms of public sector implementation in the Indian context.

This case is the second of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case B discusses the start-up challenges for SBM, including implementation in India's complex federal system, workplace culture, and the deep-rooted behaviour of open defecation in rural India and the managerial and communication strategies formulated to address them. The case concludes by framing the difficulties with slow-moving states and monitoring rigour that the leadership SBM, with a new team, strategic focus, and early momentum, faced as the mission entered its final two years.

This case is the second of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case B discusses the start-up challenges for SBM, including implementation in India's complex federal system, workplace culture, and the deep-rooted behaviour of open defecation in rural India and the managerial and communication strategies formulated to address them. The case concludes by framing the difficulties with slow-moving states and monitoring rigour that the leadership SBM, with a new team, strategic focus, and early momentum, faced as the mission entered its final two years.

Testing technologies for policing is costly and laborious. Previous research found that police can be reticent about technology adoption. The purpose of this paper is to examine law enforcement adoption of programmatic innovations focused on particular crime types (radiological and nuclear threats).

First, an expert police panel explored readiness to adopt an advanced technology (personal radiation detectors (PRDs)). A survey was then developed from the panel findings (n=101 sampled from East Coast metropolitan police).

Results indicated that on-duty device adoption was likely, but not off-duty. In addition, concerns about ease of carrying PRDs, personal health and security issues, and concerns about job performance were raised. Furthermore, findings suggest that police respond negatively to financial incentives, and focus instead on how innovations can contribute to their own safety and that of their immediate families. Additionally, results indicate that false positives are not a significant barrier to adoption, but device training is important.

This work gives insight how to engage officers more meaningfully in technology adoption for benefit of policing in the field.

This work expands previous police adoption literature and advances understanding of the increasing role officers are taking in counter-terrorism efforts in the USA with applications around the world.