Computer Science

When you're stuck in a complex situation, feeling that there are no viable options left or feeling lost in intricacies and turning in circles, you must rethink. In this article, we will reflect on how the inherentbut often unrecognised-complexity of many business management situations can lead us to 'being stuck' and we will discuss how the required rethinking can be achieved. To this end, we will be studying the concept of cultural and ethical neutrality, as well as the value of neutrality-a phrase taken from a seminal article by Stuart D.G. Robinson-when dealing with the type of complex situations permeating senior management work. First, the nature of this complexity is outlined, with a nod to what have been called wicked and messy problems. Next, we turn to ourselves, the people involved in tackling these complex situations, and study pertinent cultural aspects, thinking preferences and behavioural patterns which fundamentally influence our perception and thinking, as well as how we cooperate with others to address the complexity surrounding us. Finally, the contribution of neutrality to our problem-solving endeavours is discussed: how it can support us in cutting right to the very essence of the complexity at hand, offering the possibility to fundamentally rethink and find a clear way forward.

Wenn man in einer komplexen Situation feststeckt und das Gefühl hat, dass es keine gangbaren Optionen mehr gibt, oder wenn man das Gefühl hat, sich in Verstrickungen zu verlieren und sich im Kreis zu drehen, muss man umdenken. In diesem Artikel werden wir uns damit beschäftigen, wie die inhärente-aber oft unerkannte-Komplexität vieler Management-Situationen dazu führen kann, dass wir «feststecken», und wie das erforderliche Umdenken erreicht werden kann. Zu diesem Zweck werden wir das Konzept der kulturellen und ethischen Neutralität sowie den Wert der Neutralität betrachten-eine Wortwahl, die einem wegweisenden Artikel von Stuart D.G. Robinson entnommen ist-wenn es um den Umgang mit der Art von komplexen Situationen geht, die prägend für die Arbeit von Führungskräften ist. Zunächst wird die Natur dieser Art von Komplexität umrissen, mit einem Exkurs zu den so genannten «wicked and messy problems» (also der Klasse der «bösen» und «unordentlichen» Probleme). Als nächstes befassen wir uns mit uns selbst, den Menschen, die an der Bewältigung solcher komplexen Situationen arbeiten, und untersuchen damit verbundene kulturelle Aspekte, Denkpräferenzen und Verhaltensmuster die unsere Wahrnehmungen und unser Denken sowie die Art und Weise, wie wir mit anderen zusammenarbeiten, um die uns umgebende Komplexität anzugehen, grundlegend beeinflussen. Abschliessend wird der Beitrag der Neutralität zur Problemlösung erörtert: wie sie dazu beitragen kann, die Essenz einer komplexen Situation zu erfassen sowie die Möglichkeit fundamental umzudenken und einen klaren Weg vorwärts zu finden.

Cite as Bertrand Meyer, Towards an Object-Oriented Curriculum, in ... H August 1993, eds. Raimund Ege, Madhu Singh and B. Meyer, Prentice all 1993, pages 585-594. ________________________________________________________________ ... 8 Eiffel Software, ISE Building, 356 Storke Road, Santa Barbara CA 93117 USA, telephon 05-685-1006, fax 805-685-6869, http://www.eiffel.com, info@eiffel.com. © Eiffel Software, 1993. ... T Start early he earlier the better. The object-oriented method provides an excellent intellectual discipline; ... O Paving the way for other approaches ne of the reasons for ...

Two software quality factors were deemed essential in the design of the language: reusability and reliability. They led to the following choices: language features that support the underlying bottom-up software design methodology; modular structures based on the object-oriented approach, with support for both generic parameters and multiple inheritance (including a new extension, repeated inheritance); automatic storage management; highly dynamic execution model; support for polymorphism and dynamic binding; fully static typing; information ...

ABSTRACT: Object-oriented techniques, when applied seriously and on a broad scale, reflect a new culture of software engineering. which may be called the component culture. After contrasting this new culture with the more traditional project culture, this article examines some of the technical. economical and managerial implications of the new approach. The discussion explores the fundamental object-oriented processes of abstraction and extraction (recognizing inheritance structures a posteriori). and introduces ...

How can the object-oriented model cover concurrent programming as effectively as it addresses sequential computation? The answer proposed in this article suggests that a modest adaptation to the semantics of object-oriented programs may suffice. This includes introducing an explicit notion of procesSor (but not of process, a concept which objectoriented techniques already cover), explicit declarations for" separate'" entities, a new semantics for preconditions on routines handled by different processors, and"'lazy wait" for ...

One of the most delicate problems of software construction is the handling of abnormal a situations. How can a programmer write robust software components, which will take care of ll possible cases, without impairing the elegance of the structure and the processing of normal cases?

Goals of expressiveness and flexibility in typed object-oriented programming suggest a “covariant” type policy, where routine redefinitions can change the types of both arguments and results in the same direction as the inheritance hierarchy. Unfortunately, a careless covariant policy, when combined with polymorphism, genericity and dynamic binding—other OO mechanisms that are just as fundamental—may lead to run-time type violations known as catcalls. We present a new solution to this problem, resulting from ...

Unanimity games: choose S ⊆ X and let v(T) = 1 if and only if S ⊆ T. Every member of S has a veto. Weighted majority games [q; w 1 , w 2 ,. .. w n ]. Player i has weight w i ; choose a quota q and let v(S) = 1 iff i∈S w i ≥ q. Used to model yes-no voting in committees. Examples: stockholder elections, EU Council of Ministers, ordinary majority voting in Parliament.

In small, localized teams information proliferation about ongoing code changes is a natural consequence of the immediate proximity of the developers. However, larger projects and especially distributed projects face challenges where developers may not be aware of all changes that are occurring within a specific project. This report introduces the concept of Monitors, the ability to keep an eye on those changes which are important to a developer. A “monitor” is added to a particular “aspect” of code (library, file, class, feature, ...

1.1 Background Consider a program where multiple threads operate on a buffer. Some threads only read from the buffer and other threads only write to the buffer. Any number of readers can simultaneously operate on the buffer. While a writer is operating on the buffer, no other writer or reader can be active on the buffer.