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Telemedicine is a growing field and has to face various challenges like its integration to the medical practice and to the health care system, its economic implication and its social impact. This paper will focus on the technological aspects of Telemedicine that will be first reviewed. Three main dimensions will be shown to structure the technological space of Telemedicine: Network Information Processing and Knowledge Engineering. These three components will be briefly discussed, In a second part we will develop three specific issues addressing challenging image and knowledge engineering problems., Papers from 23rd Annual International Conference of the IEEE Engineering in Medicine and Biology Society, October 25-26, 2001 held in Istanbul, Turkey. See also ADM001351 for entire conference on cd-rom.

This paper describes the EU-funded M2DM project which is developing multi-access services for the management of diabetes mellitus. Key features of the proposed system include the merging of telemedicine with knowledge management. The issues needing to be addressed in this connection are considered, together with the setting of the project within an overall systemic, model-based framework., Papers from the 23rd Annual International Conference of the IEEE Engineering in Medicine and Biology Society, October 25-28, 2001, held in Istanbul, Turkey. See also ADM001351 for entire conference on cd-rom.

This newsletter contains information on Aviation Systems, Cognitive Engineering, Cognitive Systems and how they should be engineered for aviation domains, balancing research and design, Cognitive Work Analysis for Air Defense Applications in Australia, Cognitive Cockpit Engineering, and analyzing the cognitive system from a perceptual control theory point of view. The letter also has a calendar of upcoming, and human systems events., The original document contains color images.

During the first half of this project, numerous computer-based classes have been developed to enable asynchronous instruction to be provided to health care professionals. Previous research has proven the effectiveness of computer-based training, and this project has endeavored to elucidate which particular methods are most acceptable to the various student populations. Clinicians are an especially impatient student population. They will not embrace a cumbersome program that takes an excessive amount of time to download, even if there is a significant educational benefit. "Bells and whistles" such as imbedded video and interactivity are desirable to the point where they impede completion time of the module of instruction. Most physicians would prefer a simple "page turner" digital product to an imbedded video presentation that drags on and on. The loss of control of pace inherent to a streaming video product is considered sub optimal In addition, during this project, it is not practical to expect ready availability of the high band-width required to produce a high quality video presentation. Band-width issues can be ameliorated through alternate delivery vehicles, such as CD ROM. The infrastructure developed during the first half of this project has allowed on-line delivery of learning objects, as well as testing of students. A knowledge management system has been purchased which allows tracking of student completion of modules, or failure to do so. It has also allowed the investigators to capture objective measures of student performance (e.g. test scores) on individual blocks of instruction.

The Naval Reserve Force has identified a need to pool the data from its many legacy database systems into a single useable data warehouse. The current system uses separate legacy databases and formatted reports to provide a manual decision process. Under the leadership of Rear Admiral John Totushek the Naval Reserve Force is driving many technological revolutions via the Leading Change initiative. One of the key goals of the Leading Change initiative is a strategic decision support tool. To support this goal Naval Reserve Force Assessment Division elected to find a project to provide a prototype data warehouse and Online Analytical Processing (OLAP) solution to the problem. The Naval Reserve Strategic Decision Support Tool (NaRSDAT) is the result. The NaRSDAT development of this thesis provides an in depth evaluation of the existing databases. It then provides an object oriented development approach to a relational data warehouse and a star schema development for data mining. NaRSDAT employs Microsoft Visual Basic Microsoft Access and Cognos PowerPlay to provide a complete data warehouse and OLAP solution. The NaRSDAT prototype will serve as the basis for a comprehensive knowledge management solution for the Naval Reserve Force.

A modern military enterprise is characterized not only by its people, physical infrastructure and geography, but also by its business processes, knowledge management practices and fluid organizational structures. Management, coordination, planning and development of the enterprise all require awareness of its current state. To aid these functions, the DSTO task JNT 00/130 entitled "Assembly and Deployment of Defense Visualization Solutions" (ADDVIS) proposes the use of information visualization techniques to produce integrated enterprise situation awareness pictures tailored to meet the requirements of ADF functions such as capability development, system management and self-synchronisation. To this end, Information Technology Division (ITD) is performing research and development (R&D) into the next generation of information visualization systems which will enable the rapid assembly and deployment of Defense visualization solutions. InVision is a component-based software architecture for the rapid prototyping of information visualization solutions. Its evolutionary implementation has given rise to an experimental component infrastructure with the aid of which the assumptions and goals of the ADDVIS task are being tested. This report describes the CLOVIS class of views, along with the associated supporting InVision infrastructure. The versatility and generality of the CLOVIS class of views described in this report makes it ideal for rapid prototyping of information visualizations. Its subsumption of a number of existing information layouts constitutes significant progress towards one of the key goals of InVision: the integration of various visual representations, with each chosen on the basis of its particular suitability to the task at hand., Original contains color plates: All DTIC reproductions will be in black and white.

This document describes the People CMM, the key practices that constitute each of its maturity levels, and information on how to apply it in guiding organizational improvements. It describes an organization's capability for developing its workforce at each maturity level. It describes how the People CMM can be applied as a standard for assessing workforce practices and as a guide in planning and implementing improvement activities. This document provides guidance on how to interpret its practices. It also presents case studies of organizations that have used the People CMM.

This report provides a review and analysis of issues affecting the design of a lessons learned system for defense acquisition professionals. It draws both upon studies of existing lessons learned systems and upon the literature of organizational learning and knowledge management. While the discussion focuses on the enterprise of defense acquisition, the report's conclusions may be extended to lessons learned and knowledge management systems in other areas as well. The exploration of these issues suggests that attention to social processes within organizations is as important, if not more so, as the development of information technology processes in the success of a lessons learned system. The conclusions provide a resource for decision makers in considering and determining appropriate requirements for and resources to Support an acquisition lessons learned system.

Knowledge is power. As the U.S. Navy is working to revise its strategy and tactics through knowledge-centric warfare, it is apparent that knowledge flow is key. However, our current state of understanding does not address the phenomenology of knowledge flow well, nor do we have the benefit of knowledge-flow theory and its application to very-large enterprises such as the Navy. Without such basic understanding, one cannot expect to design effective systems and processes for network-centric warfare. The basic research program proposed here addresses this deficiency directly through its three-pronged technical approach: (1) develop and refine a model of knowledge-flow theory, emphasizing the very-large enterprise (e.g., Navy, Department of Defense), (2) develop a contingency model for matching the most appropriate process and system designs to enterprise knowledge-flow patterns, (3) assess the performance effects of alternative knowledge systems and processes through simulation (e.g., of naval warfare, personnel processes). Informed by the basic science of knowledge-flow theory, this work can propel knowledge management toward the methods and tools commonly used for engineering work-a quantum shift from the current state of affairs. This basic research also directly supports ongoing, priority ONR projects (e.g., Sailor-21, advanced command and control, artificially-intelligent systems and decision aids) and should contribute to development of network-centric warfare concepts, systems and operations.

Knowledge is power. As the U.S. Navy is working to revise its strategy and tactics through network-centric warfare, it is apparent that knowledge flow is key. However, our current state of understanding does not address the phenomenology of knowledge flow well, nor do we have the benefit of knowledge-flow theory and its application to very-large enterprises such as the Navy. Without such basic understanding, one cannot expect to design effective systems and processes for network-centric warfare. Imagine trying to develop useful electronic devices such as amplifiers or integrated circuits without a good understanding of electrical flow. Or imagine the difficulty of developing useful aircraft devices such as engines or wings without thoroughly understanding air flow. Likewise, how can one expect to develop useful enterprise devices such as knowledge amplifiers or knowledge engines without understanding knowledge flow? Informed by advances in knowledge-flow theory, this work can propel knowledge management toward the methods and tools commonly used for engineering work-a quantum shift from the current state of affairs. The present article takes a step in this direction. It is intended to serve a something of a navigational chart, to help guide communities of practice as they seek out new knowledge to facilitate naval knowledge flow.

The goal of the Army Research Laboratories (ARL) is to produce "one, united Army Research Laboratory with standard business practices, concentrated teamwork, and less bureaucracy supported by a corporate information management environment where personnel, financial, accounting, acquisition, and material functions operate uniformly throughout ARL." The purposes of the Strategic Information Plan are as follows: enable the execution of the Research & Development mission, provide world class support to all of ARL's customers, ensure constant process improvement, protect information, provide appropriate access to information, share information, and ensure wise investment of financial and human resources. As these objectives are met, a vision of "One ARL" will emerge in which business process enhancement tools, such as workflow management, knowledge management, portals, and eBusiness solutions will provide direct and measurable benefits to the ARL user. There will be immediate and effective electronic access to the information warehouse that constitutes ARL's intellectual property along with emerging capabilities that allow integrated voice, data, and video over the same network medium. The ARL Strategic Information Plan applies to all ARL organizations, ARL contractors, and ARL tenants on other installations. A world-class infrastructure encompasses two complementary factors, State-of-the-Art Technologies and Best of Breed Information Technology Practices. Thirteen components constitute the infrastructure: (1) voice communications; (2) video communications; (3) radio, wireless and satellite communications; (4) data communications; (5) desktop computer support; (6) management and business applications; (7) library and knowledge management; (8) visual production (graphics and publications); (9) records and document management; (10) information technology management; (11) information plans and policies; (12) facilities and space; and (13) people - trained and productive7, The original document contains color images.

The dissertation begins with the uses of innovation, how it can and should be generated and to what heights it might aspire. Then turning his attention to knowledge-based systems such as computer technology, the author reveals the current state of research in that field, including artificial intelligence and expert systems, and how creativity and contradiction orientation promote development. The middle section of the dissertation focuses on innovation as it helps re-mold expert systems and integral systems, respectively. Ensuing findings concern knowledge acquisition and the application environment, both of which are used as variables in the final chapter, which features an experimental model. The dissertation begins with the uses of innovation, how it can and should be generated and to what heights it might aspire. Then turning his attention to knowledge-based systems such as computer technology, the author reveals the current state of research in that field, including artificial intelligence and expert systems, and how creativity and contradiction orientation promote development. The middle section of the dissertation focuses on innovation as it helps re-mold expert systems and integral systems, respectively. Ensuing findings concern knowledge acquisition and the application environment, both of which are used as variables in the final chapter, which features an experimental model., Text in German; abstract in English.

In an effort to focus limited Department of Defense (DoD) resources, the U.S. Army has chosen to utilize commercially available systems and equipment to meet its military requirements for the future. Radically increased lethality and mobility, wide disparities in the size and nature of conflicts, expansive urbanization and a global information environment will characterize the future military environment. The US Army s vision for the future is that everyone in the battlespace can interact at anytime using all the tools necessary to convey thoughts, orders, or plans to any system, mounted or dismounted; on the battlespace in real time. The day of separate land, sea and air operations is gone forever. Operations will be joint service and certainly include multinational components., See Also ADM201258, 2000 MSS Proceedings on CD-ROM, January 2001.

This study addresses the question 'To what extent does organisational type and managerial role define managers' perception of Intellectual Capital?' Our understanding of the phenomenon of Intellectual Capital is an emerging one. The most recent attempts to describe and define Intellectual Capital identify a dynamic 'action' perspective as well as a static 'perception' perspective. Intellectual Capital broadly describes the resources of knowledge available to an organisation, whether embodied in human or non-human forms, and which are capable of being transformed into and codified as productive organisational assets. The emergence, development and application of concepts of Intellectual Capital herald the arrival of the Knowledge Era. The perception of Intellectual Capital as a major organisational resource and the active management of Knowledge Resources of which it is comprised may be strategically important to the continuous generation of organisational growth and comparative advantage. Organisational type as well as managerial function may be crucial to the recognition and management of Intellectual Capital. Two hypotheses were tested using a cross-sectional design. Specifically, the research was directed at five types of senior managers (general manager, finance, human resources, information technology and marketing) in three broad types of Australian organisations: business, government and non-profit organisations. A large sample of executives drawn from a range of organisations were surveyed on their reactions to a range of concepts that, the literature suggests, are associated with the management of Knowledge Resources. To address the 'perceptual' perspective on Intellectual Capital, it was first speculated that the type of organisation in which a manager is employed (business, government, government business enterprise or non-profit) and/or a managerial role (general manager, finance, human resource, information technology or marketing manager) and/or the in

Acute low back pain (ALBP) is a major malady of a large percentage of patients seen in the primary care setting. Office visits for acute low back pain number second only to upper respiratory infections (Jones, 97). Proper management of this condition would be facilitated by a consensus among providers as to treatment modalities. This goal can be obtained through the use of published clinical expert guidelines. Guidelines such as those published by the Agency for Health Care Policy and Research (AHCPR), U.S. Department of Health and Human Services are in existence, however the adherence of primary care providers to these is in question. Many studies have focused on this question as it relates to general medical officers, but few are oriented to Nurses Practitioners (NPs) and none to military NPs. This pilot study attempted to assess the knowledge and experience of Army NPs through the use of Benner s novice to expert model. Data collection was conducted through the use of a mailed survey to Nurse Practitioners on active duty in the United States Army in an Army Medical Center (N=10). The survey addressed issues in assessment, examination, diagnostic studies, treatment, learning opportunities, and experience with ALBP. A response rate of 66% was obtained. Nurse Practitioners surveyed scored 59% or better in adherence with the AHCPR guidelines. The data suggests a general need for further training among NPs in ALBP to include appropriate treatment and diagnostic modalities.

Knowledge Management has captured the attention of management and IT vendors are hastily bringing products to market. The interest in Knowledge Management is understandable given the moves towards knowledge based economies and workplaces. Large organisations have begun to understand the value of the knowledge held within their organisation. Nowadays, the value of an organisation may be based on its intellectual capital and this is demonstrated by organisations being sold for many times its worth in terms of hard assets. The concept of being able to store and use the 'knowledge' that is generated inside an organisation has obvious appeal. However, the management of this 'knowledge' and the ability to use it for an advantage requires careful planning and an understanding of knowledge inside the organisation and its workers. This process requires a mix of organisational, cultural and technology understanding. Current research and vendor interest is focussing on large organisations. However, Small to Medium size Enterprises (SMEs) also have an explicit need to manage their intellectual capital. Research interest in large organisations is strong, but SMEs cannot always use the findings that are targeted to large organisations and will probably be unable to afford the specific Knowledge Management tools offered by vendors. Nevertheless, SMEs can use the knowledge in their organisations to gain an advantage. In particular, the tourism industry has a significant knowledge component and Knowledge Management could provide substantial benefits. Many Knowledge Management principles apply to organisations irrespective of their size. How these can be implemented within a SME is the subject of this thesis.

Knowledge Management has captured the attention of management and IT vendors are hastily bringing products to market. The interest in Knowledge Management is understandable given the moves towards knowledge based economies and workplaces. Large organisations have begun to understand the value of the knowledge held within their organisation. Nowadays, the value of an organisation may be based on its intellectual capital and this is demonstrated by organisations being sold for many times its worth in terms of hard assets. The concept of being able to store and use the 'knowledge' that is generated inside an organisation has obvious appeal. However, the management of this 'knowledge' and the ability to use it for an advantage requires careful planning and an understanding of knowledge inside the organisation and its workers. This process requires a mix of organisational, cultural and technology understanding. Current research and vendor interest is focussing on large organisations. However, Small to Medium size Enterprises (SMEs) also have an explicit need to manage their intellectual capital. Research interest in large organisations is strong, but SMEs cannot always use the findings that are targeted to large organisations and will probably be unable to afford the specific Knowledge Management tools offered by vendors. Nevertheless, SMEs can use the knowledge in their organisations to gain an advantage. In particular, the tourism industry has a significant knowledge component and Knowledge Management could provide substantial benefits. Many Knowledge Management principles apply to organisations irrespective of their size. How these can be implemented within a SME is the subject of this thesis.

This is the main text of a proposal submitted on October 30, 1998 to the Defense Advanced Research Projects Agency in response to BAA #98-34 "Information Assurance (IA) of the Next Generation Information Infrastructure (NGII).

Since 1985 the National Academy of Sciences and the National Academy of Engineering have engaged in a series of high-level discussions on advanced technology and the international environment with a counterpart group of Japanese scientists, engineers, and industrialists. One outcome of these discussions was a deepened understanding of the importance of promoting a more balanced two-way flow of people and information between the research and development systems in the two countries. Another result was a broader recognition of the need to address the science and technology policy issues increasingly central to a changing U.S.-Japan relationship. In 1987 the National Research Council, the operating arm of both the National Academy of Sciences and the National Academy of Engineering, authorized first-year funding for the Office of Japan Affairs (OJA). This program element of the Office of International Affairs was formally established in the spring of 1988. The primary objectives of OJA are to provide a resource to the Academy complex and the broader U.S. science and engineering communities for information on Japanese science and technology, to promote better working relationships between the technical communities in the two countries by developing a process of deepened dialogue on issues of mutual concern, and to address policy issues surrounding a changing U.S.-Japan science and technology relationship.

This research addresses the problem of developing computer-based systems to support the understanding of information by executive level users. The approach taken is based on the use of prior knowledge in the form of knowledge (cognitive) structures to understand new information. The knowledge structures used are case, schemata, concepts, and semantic networks. A system architecture for supporting information understanding, the Understanding Support System (USS), was developed and was implemented on an Apple Mac using HyperCard software. The USS is implemented in an object-oriented architecture using hypertext organization methods to support the cognitive process of associative information development and retrieval. Node and link representation and associative schemes are used to store and represent cognitive structures in the form of networks of interlinked nodes of knowledge. These networks are treated as individual units by the USS. The current system supports a single user for: (1) building mental representations, (2) using prior knowledge in the form of knowledge nodes, knowledge structures, and case knowledge, (3) using knowledge structures for knowledge base access, and (4) navigation of the knowledge base through links that associate knowledge nodes in the cognitive structures. Eventually the USS can support use of a corporate knowledge base by many users. An evaluation of the USS based on human-computer research methodologies for systems development is discussed.

This paper presents the results of a series of knowledge-acquisition sessions conducted to characterize the practice of operations planning at the corps command level. The sessions were successful in developing an initial understanding of the function of a Course-of-Action. This understanding was then employed to develop a structure for a Course-of-Action which incorporated the desired functionality. Following this, the sessions concentrated on developing the knowledge structures required for creation of the Scheme of maneuver, the principal element of the Course-of-Action structure.

A survey was conducted of that literature relevant to the propagation, detection, and utilization of acoustic signals in the shallow water environment which was published between January 1965 and December 1969. For the purpose of this survey, shallow water was defined as water of depth less than 100 fathoms. This survey is divided into the following areas: normal mode propagation - theory and experiment, ray theory propagation - theory and experiment, bottom acoustics, bottom scattering and reverberation, surface scattering and reverberation, shallow water ambient noise, signal distortion in shallow water, sonar tests in shallow water, and review and miscellaneous articles. Abstracts, when available, are given for each paper; comments are included.., Approved for public release; distribution is unlimited.

This qualitative study explored how knowledge workers communicate goals and strengths to managers, how managers assign work to knowledge workers, and how the assignment of work impacts motivation. Sixteen knowledge workers from the technology field were interviewed. While a majority reported communicating their goals to managers, most did not directly communicate their strengths. Instead, the knowledge workers relied on their managers to infer their strengths based on observable performance. The results of this study indicated that managers’ knowledge of employees’ experience and skills influenced how they assigned work, and the work the employees performed was related to their motivation. When knowledge workers in this limited sample had assignments that allowed them to make progress and deliver tangible results, they tended to feel positively motivated. When there were factors in place that impeded the knowledge workers’ ability to deliver results, they tended to feel demotivated. Those participants who felt they could not achieve results were likely to seek new opportunities and were more likely to leave their companies than those who felt they could achieve results. Furthermore, the study identified possible perception differences between individual contributors and people managers regarding what drives results. Based on this sample, because most of the participants and their managers were not initiating strengths conversations, it is possible that companies may be overlooking qualified candidates and missing opportunities to improve retention, productivity, and profitability.

This report has been carried out by a student studying for the degree of a Masters in Business Administration at Nottingham University Business School. The focus of the report is to suggest a knowledge management framework for the client Jupiter Design Limited. Jupiter has experienced considerable success and growth over recent years, evolving from a relatively small but well respected design agency into one of the largest agencies operating outside of London. Due to an expanding client base and increased pressure from customers Jupiter is looking into a way of improving customer relationships, a framework of knowledge management has been suggested to support a change in the companies approach to Customer Relationship Management (CRM). A three stage methodology was adopted for this report. Stage one involved interviewing managers from Jupiter. Stage two was a literature review of information published in books, journals and websites pertaining to the topics of knowledge management and organizational learning. Stage three involved an analysis of both the literature review and the Jupiter interviews, followed by a discussion on how the analysis results could benefit Jupiter's knowledge management. A number of key issues were discovered that could potential act as blockages to knowledge management and well identified as the main address to be addressed. These were; culture, time, reward and recognition, group knowledge and the way in which mistakes are handled and help is sought within Jupiter. The framework suggested in order to overcome these issues was a model of becoming a learning organization skilled at creating, acquiring, and transferring knowledge, and at adapting its common practices to reflect new knowledge and insights. The recommended framework suggests an 11 step process designed to combat issues, these include; committing to becoming a learning organization, identifying a knowledge manager and key knowledge workers, creating a new culture, imprinting lea

This report has been carried out by a student studying for the degree of a Masters in Business Administration at Nottingham University Business School. The focus of the report is to suggest a knowledge management framework for the client Jupiter Design Limited. Jupiter has experienced considerable success and growth over recent years, evolving from a relatively small but well respected design agency into one of the largest agencies operating outside of London. Due to an expanding client base and increased pressure from customers Jupiter is looking into a way of improving customer relationships, a framework of knowledge management has been suggested to support a change in the companies approach to Customer Relationship Management (CRM). A three stage methodology was adopted for this report. Stage one involved interviewing managers from Jupiter. Stage two was a literature review of information published in books, journals and websites pertaining to the topics of knowledge management and organizational learning. Stage three involved an analysis of both the literature review and the Jupiter interviews, followed by a discussion on how the analysis results could benefit Jupiter's knowledge management. A number of key issues were discovered that could potential act as blockages to knowledge management and well identified as the main address to be addressed. These were; culture, time, reward and recognition, group knowledge and the way in which mistakes are handled and help is sought within Jupiter. The framework suggested in order to overcome these issues was a model of becoming a learning organization skilled at creating, acquiring, and transferring knowledge, and at adapting its common practices to reflect new knowledge and insights. The recommended framework suggests an 11 step process designed to combat issues, these include; committing to becoming a learning organization, identifying a knowledge manager and key knowledge workers, creating a new culture, imprinting lea