01003nam0 22002651i 450 UON0033097620231205104220.48108-985960-7-620090911d1989 |0itac50 baengUS|||| |||||Mind, code and contextEssays in PragmaticsT. GivònHillsdaleLawrence Erlbaum Associates Publishers1989XVIII, 456 p.23 cm.USHillsdale, New JerseyUONL002510GIVONTalmyUONV042653386338Lawrence Erlbaum AssociatesUONV260252650GIVON, T.GIVON, TalmyUONV058845ITSOL20240220RICASIBA - SISTEMA BIBLIOTECARIO DI ATENEOUONSIUON00330976SIBA - SISTEMA BIBLIOTECARIO DI ATENEOSI Ling 12 0007 SI LO 43440 5 0007 Mind, code and context1366450UNIOR03809oam 2200637zu 450 991022012100332120210807004317.00-8330-8203-5(CKB)3360000000476921(SSID)ssj0001179517(PQKBManifestationID)12522548(PQKBTitleCode)TC0001179517(PQKBWorkID)11181297(PQKB)11141201(oapen)doab115152(EXLCZ)99336000000047692120160829d2013 uy engurmn|---annantxtccrIncreasing flexibility and agility at the National Reconnaissance Office : lessons from modular design, occupational surprise, and commercial research and development processesRAND Corporation2013[Place of publication not identified]Rand Corporation20131 online resourceBibliographic Level Mode of Issuance: Monograph0-8330-8102-0 Introduction -- Investigating the suitability of modularity toward National Reconnaissance Office space systems -- Occupational surprise -- Organizational mechanisms that increase responsiveness -- Conclusion -- Bibliography.To help the National Reconnaissance Office (NRO) become more flexible and agile in an increasingly uncertain world, RAND sought answers to two key questions. First, would the NRO benefit from building modular satellites? RAND researchers developed a method for evaluating whether a system is a good candidate for modularity and applied it to systems both inside and outside the NRO. The authors found that NRO space systems do not appear to be strong candidates for modularization. Second, what lessons might be drawn from how chief executive officers, military personnel, and health care professionals (among others) respond to surprise? RAND developed a framework to categorize professionals' responses to surprise and then conducted discussions with representatives from 13 different professions, including former ambassadors, chief executive officers, military personnel, and physicians. The authors observed that all interviewees used common coping strategies. The authors also found some differences in response to surprise that depend on two factors: time available to respond and the level of chaos in the environment. The report concludes with recommendations on actions that the NRO can take to improve the flexibility of its hardware and the workforce.Increasing Flexibility and Agility at the National Reconnaissance OfficeArtificial satellites, AmericanDesign and constructionEvaluationOrganizational behaviorMilitary & Naval ScienceHILCCLaw, Politics & GovernmentHILCCMilitary AdministrationHILCCArtificial satellites, AmericanDesign and constructionEvaluation.Organizational behavior.Military & Naval ScienceLaw, Politics & GovernmentMilitary Administration358/.84Baiocchi Dave915595Langeland Krista SLangeland Krista SBuerkle AmeliaFox D. StevenFox D. StevenWalters JenniferNational Defense Research Institute (U.S.)Rand CorporationPQKBBOOK9910220121003321Increasing flexibility and agility at the National Reconnaissance Office : lessons from modular design, occupational surprise, and commercial research and development processes2882656UNINA