Actor-managers

When certain components of the process machinery consistently malfunction, we call it bad actor management. 

Another way to think of bad actor management is to liken it to Pareto s law, where 20 per cent of the components are causing 80 per cent of the problems. Many of the causes previously identified in connection with machinery component failure modes lend hand to bad actor management however, some of the more significant are listed as follows ... 

Bad actor management is preoccupied with the following necessary problem solving steps ... 

Accessibility of texts was one reason why the eighteenth century was almost entirely dominated by the dramatists - Shakespeare, Jonson, and Beaumont and Fletcher (that is, plays written individually and in collaboration by Beaumont, Fletcher, Field, Massinger and others) - who existed in substantial volumes rather than perishable, unbound quartos. Some actor-managers, notably David Garrick and John Philip Kemble, collected old... 

By using multiple sources for data collection, repeatedly confronting the data with multiple actors (operators, managers, engineers) in the operational process and updating the data, triangulation takes place to address the construct validity and to validate the retrieved data. 

These major actions partition the model into vertical slices so that different teams can interview the actors separately. They will get different perspectives on the same types. Finance and Billing will be interested in the customer s bank details Service Provisioning will want the customer s line characteristics Fault Management needs alarm information about lines and circuits. All of them may be interested in name and address. 

BluePhone decides not to build specialized tools for Fault Management or Network Expansion. Instead, more basic tools for Performance Monitoring and Alarms will be used where necessary by the actors involved in the larger tasks of Fault Management and Network Expansion they will, of course, need to do a larger portion of the abstract business tasks themselves because the tools are not specific to their needs. 

A vital objective of future European chemicals policy is to avoid uncontrolled handling of hazardous substances. Assessment of each individual application on the basis of the individual substances involved (as provided for by the current regulatory system) is not an apt strategy, as the number of assessment and management cases that it produces is much too high. Quantitative risk analyses are only taken into account in the case of substances with clearly definable effect thresholds and controllable application conditions. For 90% of the market actors the particular product or application system must possess intrinsically safe properties, as most companies have neither closed systems nor the reqnired skills to deal with hazardons snbstances. 

The behaviour of the individual actors in the chain is in turn affected by both internal and external structures and factors. For example employers, employees, purchasing departments for substance input and waste management for output as well as the various specialised divisions in companies using chemical products thus pursue entirely different interests and strategies. A central concern of the SubChem project was how the interaction of all actors inside and outside the supply chain can accelerate or hamper innovations. 

Guiding principles and management solutions orientation for actors in the innovation system... 

The SubChem project aimed to improve comprehension of innovation processes in chemicals risk assessment and from these deductions to develop recommendations for action. The recommendations are not solely related to substance and technical iimovations and their framework conditions, but also encompass organisational and institutional itmovations within the scope of extended risk management. From experience gathered in the course of the SubChem project, the most important recommendations for the various actors in the innovation system can be grouped according to their distinctive roles. 

Volume 5. M. Marchand, Modelling Coastal Vulnerability - Design and Evaluation of a Vulnerability Model for Tropical Storms and Floods Volume 4. S.A.M. Karstens, Bridging boundaries. Making Choices in Multi-actor Policy Analysis on Water Management. 

It should be emphasized, however, that awareness in industry is not only an issue for individuals. Awareness of individuals is heavily influenced by social factors such as communication and cooperation with other key-actors and by (formal or informal) corporate incentives. Ultimately, awareness in industry is mainly a collective awareness. The collective awareness in a company is greatly dependent on (but also reflected by) the existing corporate culture. The corporate culture is known to reflect the real core values of a company (which is not by definition the same as the official core values such as presented in senior management statements ) on what is being rewarded or not in everyday practice, on subjects and issues that can be addressed or instead are offlimits, and on missing elements in the awareness of managers and employees. 

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