A Comment on Work by Booth and Co-authors

Booth and his co-authors have shown in [2], that many new approaches to theory revision (with fixed K) can be represented by two relations, < and \vartriangleleft{{\vartriangleleft}}, where < is the usual ranked relation, and \vartriangleleft{{\vartriangleleft}} is a sub-relation of < . They have, however, left open a characterization of the infinite case, which we treat here.     

Chaplaincy,Cancer, Aged Care and COVID-19

Journal of Religion and Health - Four key topics are explored in this second issue of the Journal of Religion and Health for 2022. Following a condemnation of the Russian invasion of Ukraine, (1)...     

Unity in nominal equational reasoning: The algebra of equality on nominal sets

There are currently no fewer than four dedicated logics for equality reasoning over nominal sets: nominal algebra, nominal equational logic, nominal equational logic with equality only, and permissive-nominal algebra.In this survey and research paper we present these logics side-by-side in a common notation, survey their similarities and differences, discuss their proof- and model-theories, and discuss in detail what the implications of those differences are for mathematical reasoning in each of them.     

Decision type,participative decision making (PDM), and organizational behavior: An experimental simulation

The present study tested hypotheses derived from the path‐goal theory of leadership concerning attitudes and behavior in an organizational change situation. Using an experimental simulation, the method of payment for 199 coding workers was changed from hourly to piece‐rate, either by participation or initiating structure (i.e., direction). Results supported the influence of the type of change decision on change acceptance. Initiating structure in the strategic change decision (whether or not to implement a planned change) and participation in tactical decisions (how to implement the change) both increased change acceptance. An interaction effect was also observed with subjects in the directive strategy with participation tactics combination showing the largest change acceptance mean. However, initiating structure or participation in both decision types had minimal effect on performance. Theoretical and practical implications of the results were discussed.     

Modifying supervisory practices to improve subunit safety: a leadership-based intervention model

This article presents a leadership-based intervention model designed to modify supervisory monitoring and rewarding of subordinates' safety performance. Line supervisors received weekly feedback based on repeated episodic interviews with subordinates conceming the cumulative frequency of their safety-oriented interactions. This information identified the priority of safety over competing goals such as speed or schedules. Section managers received the same information and used it to communicate (high) safety priority. They also were trained to conduct episodic interviews to provide intermittent feedback after intervention, tuming safety priority into an explicit performance goal. Safety-oriented interaction increased significantly in the experimental groups but remained unchanged in the control groups. This change in safety-oriented interaction was accompanied by significant (and stable) changes in minor-injury rate, earplug use, and safety climate scores during the postintervention period.