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Best Practice in Participatory Modelling Lessons from SimWeb

Best Practice in Participatory Modelling Lessons from SimWeb
Best Practice in Participatory Modelling Lessons from SimWeb

Best Practice in Participatory Modelling:

Lessons from SimWeb

Matthijs den Besten

September2004

The literature on participatory modelling does not suffer from a

paucity of best practice guidelines.Yet,the experience of SimWeb

shows that following these guidelines,in itself,offers no guarantee

to success.Rather,projects have to pilot their way through whilst

paying due consideration to local circumstances.

In recent years,there have been many attempts to simulate social systems which take the perspectives of the systems’stakeholders into account.SimWeb is one such attempt.At the same time,various guidelines have emanated from the literature that outline how such a simulation should be carried out and so it is only natural to investigate how SimWeb’s experience squares with this outline.As it happens,the lessons to be drawn from SimWeb’s experience go beyond a mere con?rmation of the guidelines.It is not that even more guidelines need to be formulated.Rather,the experience shows that more thought has to be devoted to the question as to how adherence to guidelines should be reconciled with constraints faced in practice.Section4discusses how this question can be addressed.Before that,Section1describes the goals and achievements of SimWeb;Section2reviews what guidelines exist on part-cipatory modelling;and Section3compares and contrasts the experience in SimWeb with the ideal picture that is delineated by the guidelines.

1.SimWeb

SimWeb is a project funded by the Information Society Technologies program of the European Commission.Within the project,researchers from the univer-sities of Koblenz,Barcelona,and Surrey collaborate with strategists from the publishers FNAC and Publico in order to provide European businesses in the digital contents sector with insights and tools that will enable them to take in-formed business strategy decisions.SimWeb follows a three–pronged approach in order to achieve its objective and the?rst prong in this approach is to use

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agent–based simulation to model the digital contents sector(Sim2004).Since only a few of the participants have prior experience in modelling,a large part of the project is devoted to(re)discovering how to do the modelling so as to distill best practice guidelines to help future practioners of participatory modelling.

2.A Rough Guide to Modelling

In fact,there exists quite a rich body of literature from which guidelines can be gleaned:Schrage(2000)gives general recommendations on how organi-sations should use media to manage their innovation processes;Pidd(1999) speci?es a set of principles based on a survey of the day–to–day practice of expert modellers in operations research;Axelrod(1997)discusses how social scientists can produce better simulations;and Barreteau et al.(2003)explore in what ways modelling can be combined with role playing.Some recommen-dations concern the intent of the model,others relate to the involvement of participants in the construction process.Some recommendations concern the amount of investigation that has to be done prior to specifying the model,oth-ers relate to the degree of induction that has to be done on the basis of the investigation.

2.1.Model Intention

Guideline1Pander the principal.

“The?rst and most important question that must be asked isn’t‘What is this model for?’or‘What are we really trying to do?’It’s,‘Who bene?ts?”’writes Schrage(2000,p.203)in his user’s guide to prototyping,modelling,and sim-ulation.Moreover,it is not enough just to ask that question.In particular,if the success of the model depends on the participation of stakeholders,then these stakeholders must have an incentive to participate.So,if you are trying to model the pricing of?sh in a?sh market,simply asking the?sh vendors may not suf?ce as there is no reason why they should want the outside world to know about any price?xing and price discrimination practices that might go on(?).Also,an effort should be made to ensure that those who asked for the model will be prepared to act on its results.As Schrage(2000,p.164)puts it,“if a model is not going to be treated seriously,it is not going to be a serious model.”Furthermore,Lane(1994)points out that for a model to be accepted and acted upon,it is crucial that there is a sense of ownership among those who are expected to accept and act upon it.Only if“a model is unequivocally seen by the clients to be a statement of their ideas of the way the world works”(Lane1994,p.97),will ownership follow.

Guideline2Provoke surprise.

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“You know you have something,when the model has a life of its own”says Clark Abt of Abt Associates(Schrage2000,p.118).Abt,who is a pioneer in the application of simulation games to public policy,once ran a simulation for the Agency for International Development(AID)involving sustainable economic development(Schrage2000,p.117-8).Despite the bias in favour of saving the forest,while still allowing for a growing population and increasing standard of living built into the model and the overt goal“to learn how to save the environment in a politically responsible way while having healthy economic development”,the forests vanished in virtually every simulation run.In line with Guideline1,AID shut down the exercise.Still,a valuable lesson was learned in that it proved dif?cult to save both environment and economy in the simulation.

2.2.Model Involvement

Guideline3Do it yourself.

Coordination,the effective management of dependencies among sub-tasks,re-sources and people(Malone and Crowston1994),tends to be one of the more pressing concerns in the development of models and so,to avoid the burden of coordination,consider doing it all yourself(Grinter et al.1999).Or,if you cannot handle it on your own,follow the advice of Brooks(1995,p.32)and [let]the team be organised like a surgical team rather than a hog–

butchering team.That is,instead of each member cutting away on

the problem,one does the cutting and the others give him every

support that will enhance his effectiveness and productivity.

Guideline4Share and engage.

Although Schrage(2000,p.87)jocularly warns us that it is better never to “show fools un?nished work”,he also states that“a prototype should be an invitation to play”(Schrage2000,p.208)and that“models that do not evolve interactively grow stale”(Schrage2000,p.150).Especially in the case of par-ticipatory modelling,where the purpose of the exercise is to model the world view of stakeholders,it would be wrong not to check at various stages of the de-velopment that the model corresponds to what the stakeholders have in mind.

2.3.Model Investigation

Guideline5Take full advantage of the available data.

Forrester(1994,p.84)points out that“rich stores of information about gov-erning policies and economic structure are available from mental data bases built up from experience and observation”and advises us to use them.More in

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general,Moss and Edmonds(2003)advocate the use of multiple data sources so as to be able to cross–validate the model empirically.

Guideline6Do not fall in love with the data.

You should resist the temptation,or the instructions,to collect real

data with all the ingenuity you can muster.The collection process is

much less valuable than you might think.

That is the advice of Conway et al.(1995).Pidd(1999,p.128-9)takes a more moderate view himself.He compares data collection with eating out.Follow-ing this analogy,you should“go for an appetiser before the main course”;be wary of“data brought on a plate”;“eat healthily”;and be aware that“other foods are available—if you ask”.1That is,preliminary data,collected early in a modelling project,form part of the problem structuring,during which the modeller frames and names the important issues.Furthermore,when tak-ing data straight from a third source,the modeller risks misinterpreting them. Moreover,he or she should collect only as much data as he or she can actually handle.Finally,the modeller must realize that data are samples of what he or she might obtain given enough time and resources.

2.4.Model Induction

Guideline7Keep it simple.

According to Schrage(2000,p.119)“The challenge is to devise transparent models that also make people say‘Wow!’.”The simulation of residential tipping by Schelling(1978)is a good example of a simple model that provides impor-tant insight into a general process and made people say“Wow!”(Axelrod1997, p.24).At the other end of the spectrum,the corporate?nancial model devel-oped at Sun Oil company is a good example of a grandiose model that tried to incorporated practically everything and utterly failed to make an positive im-pact on Sun Oil’s organisation(Schrage2000,p.132-4).The problem is that grandiose models are“dif?cult to validate,to interpret,to calibrate statistically, and most importantly,to explain(Raiffa1982,p.7).And,as Axelrod(1997, p.26)points out:“When a surprising result occurs,it is very helpful to be con?dent that one can understand everything that went into the model.”Guideline8Keep it descriptive.

Edmonds and Moss(2004)rightly point out that the obvious practical rea-sons for keeping a model simple cannot justify a model without any descriptive 1Perhaps budding modellers should also take note of the the advice of Restaurant Antoine of New Orleans that is quoted by Brooks(1995,p.12):“Faire de la bonne cuisine demande un certain temps.Si on vous fait attendre,c’est pour mieux vous servir,et vous plaire.”

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power.Schrage(2000,p.141)concurs when he observes that“the tighter the coupling between a prototype and its real–world use,the more power and in-?uence it is likely to possess.”According to Edmonds and Moss(2004,§1), a descriptive model will be complex by necessity“for the simple reason that much that we study is complex.”However,Pidd(1999,p.121)has a slightly different take on the issue:

The model alone need not satisfy Ashby’s principle[that variety must

match variety(Ashby1956)];rather the system that comprises the

model and the user(s)must match this variety.That is,in systems

terms,the model:user(s)system displays emergent behaviour that

must match that of the system being modelled.

Finally,Clark Abt draws a comparison with his view on skirts:“They should be long enough to cover the subject but short enough to be interesting”(Schrage 2000,p.118).

3.Modelling as Muddling Through

So did SimWeb’s partners stick to the guidelines up till now?As a matter of fact,they did—by and large.Yet,at times it proved dif?cult to strike the right balance between the sometimes opposing demands from the guidelines given the circumstances faced in various stages of the model development process. Pidd(1999,p.130)informs us that“modelling may feel like muddling through”. This is what SimWeb’s partners found out as well.

3.1.Adherence to Guidelines

The partners in SimWeb followed the guidelines described in Section2pretty closely.

With respect to Guideline1,SimWeb’s two partners with a stake in the online music and online retailing sector,were meant to be involved in each stage of the process.Unfortunately,due to budget constraints,amongst others,it proved dif?cult to have the stakeholders present at the model development and design meetings or to have modellers present at the forecasting workshops. Also,attempts to present the model at venues where people from the industry meet,proved dif?cult as they were not convinced of the necessity and use of the model.In particular,they were sceptical of the possibility of modelling and since there was no model availalbe for demonstration at that time,this scepticism could not be overcome.Finally,personnel changes during the life–time of the project proved to be hazardous as it turned out to be quite hard to imbue the newcomers with a sense of ownership.

With respect to Guideline2,SimWeb did manage to generate the occasional new insight,albeit mainly at the early brainstorming phases of the project (such as the foresight workshop in Lisbon)and less so as the model matured.

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With respect to Guideline3,it must be noted that SimWeb managed to con-centrate the actual model construction on just one or two people.In this way, the strains that normally burden cooperations dispersed over several locations were kept to a minimum.However,the fact that the modellers were not respon-sible for data collection,made the data that were collected arguably less useful to them than they could have been.Also,the fact that the modellers carried out only a few interviews themselves,meant that they had little opportunity to calibrate their own mental models on which the agent–based model would ultimately be based.Finally,the move of modelling activity from Barcelona to Guildford after the second prototype wasn’t very helpful either because it meant that,rather than building upon the previous prototypes,the third pro-totype was started from scratch.This couldn’t have come as a surprise.For, Brooks(1995,p.277)already noted that“in every case of attempts to move projects,the new team in fact started over,in spite of having good documen-tation,some well–advanced designs,and some of the people from the sending team.”But,of course,there are also bene?ts to the move in that it made it easier for the modellers to throw away unnecessary ballast along with useful contents.

With respect to Guideline4,SimWeb’s team found that it is quite dif?cult to present early prototypes to uninitiated audiences.Furthermore,it turned out to be more productive to have one–to–one meetings between the chief modeller and the chief stakeholder than to organise day–long conferences with unwieldy agendas and all members attending.

With respect to Guideline5and6,SimWeb’s participants did carry out large surveys and interviewed many people with experience in the?eld.However, not much of it ended up in the?nal model in a direct way.The survey and the interview did give the modellers some idea of what they were modelling, but fewer interviews and smaller surveys would have been suf?cient for that purpose.

With respect to Guideline7and8,SimWeb is exemplary as its model started simple and subsequently grew in order to become more descriptive and shrank again as some elements turned to be not all that important.

3.2.Navigation,Pilotage,and Buoyage

Simply following the guidelines would be suf?cient if model building were“a linear process in which we move from step1to step2to step3and so on.”However,“the reality is very different”Pidd(1999,p.130).Willemain(1994) interviewed practitioners and academics in operations research and manage-ment science and found that that his interviewees“develop[ed]their models not in one burst,but over an extended period of time marked by heavy client con-tact”and that they were“guided by analogies,drawing and doodling,they de-velop more than one alternative model,in each case starting small and adding”(Willemain1994,p.214).

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Figure1:Guidelines as lateral buoys in a tidal stream.

If guidelines do not describe a linear process,there must be another intuitive way to interpret them.Perhaps they are best understood as lateral buoys in a tidal stream.The“Handbook of Sailing”informs us that“navigational marks are used to show the sailor where he is,and where it is safe for him to go”and that the subgroup of“lateral marks are used to de?ne the edges of well–marked channels”(Bond1996,p.260-1).Consider Figure1.The lateral buoys delineate both the general direction of the?ow and the boundaries of the sailable part.Boats should keep within the buoys.Similarly,modellers should negotiate their way through the guidelines.From a long distance,you can aim for a pair of guidelines/buoys.After all,a model can be both simple and descriptive,but if you look closer there is a tension between simplicity and descriptiveness and a compromise has to be found.In many cases,it may not be advisable to sail the middle course.In fact,the course taken is as much dependent on tidal currents,wind,and other boats as it is on the position of the buoys.Similarly,there is no perfect compromise between the guidelines.Rather,modellers should take account of their environment and adjust the development process accordingly.Boom follows bust,fads come and go,participants enter and depart,and all the while the task of modellers is to make most out of it.

One can stretch the analogy even further:Buoys indicate the boundaries of sailable water for boats of speci?c sizes.Other boats,for instance those with lifting keels,may be able to over-step the boundaries and get away with it. Similarly,with guidelines geared towards multi–agent–based simulations,the thrust of the guidelines still holds for any kind of modelling,but the speci?cs might be true for agent–based simulations only.Speci?cally,Edmonds and Moss(2004)argue that in multi–agent based simulations,qualitative informa-tion can be modelled more easily and that it is relatively easy to combine the information with participative approaches to model construction and valida-tion in multi–agent based simulations.

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3.3.Turning the Tide

Just as some rivers are easier to sail than others,some environments might be more appropriate for modelling than others.SimWeb’s team sure did not make it easy for themselves by picking SimWeb as project to embark on for participa-tory modelling.First of all,technological and institutional innovation,of which the development of business models for online markets is a prime example, tend to require an ability to think“out of the box”.However,an establishment made up of stakeholders in the status quo,is not renown for their ability to think out of the box.Furthermore,the quality of the models could be seriously hampered by the fact that not all stakeholders participate in its construction. After all,the dynamics of online markets depends on the behaviour of a wide range of companies,consumers,hackers,and regulators.If it is already very hard to get these parties around one table,their participation is made even more dif?cult by the fact that most participants have nothing to gain by the https://www.wendangku.net/doc/c32144205.html,st but not least,the two commercial partners,FNAC and Publico, were willing to participate in SimWeb because the insights and tools obtained might give them an advantage over their competitors.However,a truly partic-ipatory approach to dissemination would annul their advantage as it involves transfer of exactly the knowledge that is hopefully of value to them.

4.Conclusion

The previous sections discussed the success of SimWeb,enumerated a num-ber of best practice guidelines,and described how the guidelines were adopted in SimWeb.Two main avenues remain for future research.First of all,in or-der to get a better understanding as to how adherence to guidelines should be reconciled with constraints faced in practice,other examples of participatory modelling should be investigated.Appendix A describes two such cases.Sec-ondly,?edling researchers of participatory modelling might bene?t from more speci?c advice as to what tools and techniques should be adopted.A short review of the literature on this subject is provided in Appendix B.

Regardless of future?ndings,one conclusion can already be drawn:Partici-patory modelling often requires brinkmanship and best practice guidelines are invaluable aides in this process,but,at the end of the day,the astuteness of modellers in adopting these guidelines matters much more than the ingenuity of the guidelines in itself.

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A.Case Studies

A.1.Capturing Oil Industry Knowledge in a Behavioural Simulation

Model

Morecroft and Van der Heijden(1994)describe how a group of senior managers and planners from Royal Dutch/Shell managed to devise a system dynamics simulation model of the oil producers that helped them understand the be-haviour of the oil market.

The goal of the simulation was to develop consistent stories about alterna-tive futures as a basis for what-if thinking in the organisation.The project team wanted to model their understanding of the oil market and so no external experts were consulted.As for the procedure:

The procedure comprises of two distinct phases that separate qual-

itative modeling from algebraic modeling and simulation.The?rst

phase involves issue conceptualisation(choosing which issue to mod-

el)and the mapping of major sectors and decision functions.Be-

cause the?rst phase is qualitative it is easy to involve team mem-

bers in the discussion—even people who have little or no experience

of computer modelling.The representation scheme is deliberately

rather loose—boxes to represent sectors,and circles(with informa-

tion?ows entering and leaving)to represent system https://www.wendangku.net/doc/c32144205.html,ing

simple and familiar media like?ipcharts and whiteboards,a facili-

tator can quite easily capture a wide range of comments by drawing

boxes and circles,and by writing text.

[...]It appears to be very helpful for the facilitator to have in mind

a framework to guide the meeting and to formulate questions.[...]

[I]t is helpful to prepare the team in advance for the representation

scheme to be adopted.[...]

[S]ince it is our view(widely shared in the literature)that important

learning takes place during equation writing and simulation,we took

steps to ensure that this learning would not be lost or restricted

to the technical modelling experts.(Morecroft and Van der Heijden

1994,p.171-2)

What is also noteworthy is that“one member of the team kept detailed min-utes of the meetings[...]in order to preserve a permanent trace of the model’s conceptualization.”

Although system dynamics rather than multi–agent based simulation is used as a representation scheme in this case,the overall lessons should be transfer-able—be it that multi–agent based simulation might be easier to understand for outsiders than system dynamics.

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A review

-B interview-C specify-D redefine H conclude-I

E

test

-

e

x

p

l

o

r

e

-

F?====

compare

?

c h

e c k

-

G

Figure2:Flow diagram of Taylor’s methodology.

A.2.Investigating the Impact of E-commerce upon the Value Chain

Taylor(2003)investigated how new e-commerce technology is changing the organisational structure of value chains.Figure2outlines his approach.The capitals A to I in the diagram correspond to the following phases:

A Identify the relevant research questions through a survey of the literature

—in particular,look for parallels in the history of technological change;

B De?ne the problem and search for a speci?c case to study;

C Collect data and carry out interviews;

D Implement a model;

E Explore the model,developing and rede?ning the research questions along

the way;

F Test the research questions on the model;

G Cross–validate the patterns emerging from the model on quantitative data

collected in C;

H Check plausibility of model and validity of assumptions with stakeholders;

I Draw conclusions.

While Taylor went into great lengths to select a company that“had an in-terest in the success of the project,who could see the value potential of the research and were willing to become stakeholders,providing input and work-ing closely with the research”(Taylor2003,§2)and despite his efforts to make sure that“stakeholders were aware of the key modelling concepts in order that they could understand the signi?cance of the simulation experiments and,very importantly,contribute ideas of their own to the research design”(Taylor2003,§3),at the end of the day the project faltered as stakeholders failed to deliver the data and access they had agreed on.When the retirement of one of the key stakeholders approached and a new director arrived,the only option left was to end the project(Taylor2003,§6).Still,Taylor and his stakeholders were able

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to model the supply chain of a speci?c company.Furthermore,they were able to identify main inhibitors and drivers to the adoption of e-commerce and?nd that the impact of the adoption of e-commerce was likely to be the emergence of some limited disintermediation(that is,the disappearance of intermediate retailers of the goods as they can be sold directly from the factory).

B.Tools&Techniques

When it comes to the selection of tools and techniques for multi–agent–based modelling,it is important to note that there are many tools and techniques out there waiting to be used.Since the modelling domain is likely to be“in-herently complex and multidimensional”the modelling building would thus “bene?t from a range of methods”(Mingers2001).At the same time,one has to make sure that none of the participants in the modelling process face a learning curve that would be so high as to prevent them from participation. Schrage(2000,p.48)tells how,back in1984,the management committee of Royal Dutch/Shell only began to address the scenarios that their planning de-partment had devised after the scenarios had been re-framed as spreadsheet models.If that is all it takes,go for it!Hence,

Guideline9Use whatever is available.

Guideline10Use whatever the participants are familiar with.

Three aspects of modelling are construction,analysis,and dissemination. For each aspect,dedicated tools and techniques exist.In addition to these tools and techniques,it may also be bene?cial to borrow some of the tools and techniques used in software engineering(Ramanath and Gilbert2004,Gilbert 2004),open source software development(Erenkrantz and Taylor2003)and the social sciences(Seale1999).

Construction

With respect to the modelling environment,Edmonds and Wallis(2002)formu-late a wish list of properties that an ideal social simulation language should have.Marietto et al.(2002)complement this with a list of more practical re-quirements.Meanwhile,Axelrod(1997,p.26)suggests we use one of the modern procedural languages,such as Pascal,C or C++,although he con-cedes that for small projects,it may be easiest to program within a graphics or statistical package,or even a spreadsheet.Vis–a–vis generic development platforms,Gaylord and D’Andria(1998)discuss the use of Mathematica for the construction of cellular automata and Thorngate(2000)discusses how MatLab can be used in course on multi–agent–based modelling.Vis–a–vis dedicated de-velopment platforms,detailed reviews are provided by Dugdale(2002),Gilbert and Bankes(2002),and SimWeb(2001).

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With respect to the techniques used for modelling,note that there is no need for a‘pure’agent based simulation.Rather,use anything that works(cf.Gilbert and Troitzsch(1999)and Pidd(1996),but also Bergenti et al.(2004)). Analysis

Axelrod(1997,p.27-8)argues that due to the dynamic path–dependent nature of many simulations,one often has to resort to recounting the history that evolves in the simulation,whereby history can be told either as“news”,follow-ing a chronological order,or from the point of a single actor,or from a global point of view.The advantage of simulations over real history is that it can be replayed.However,this also places a burden upon the experimenter to com-pare multiple histories generated from initial parameters and to systematically study the affects of changing the parameters.For this,the use of statistical packages like SPSS,S-Plus,or R is useful and pondering experimental design (Dean and Voss1999)is commendable.

Dissemination

With respect to dissemination,Axelrod(1997,p.28-30)contents that social science simulations are hard to present on paper brie?y for four reasons.

1.Simulation results are typically quite sensitive to the details of the model.

2.The analysis of results often includes a lengthy narrative.

3.Simulation results often address an interdisciplinary audience.

https://www.wendangku.net/doc/c32144205.html,puter simulations are new enough that few audiences are aware of

its power and limitations.

Yet,I would say that multi–agent–based simulations are very easy to present orally,as it is easy to turn the simulation into an animation,the model should be quite intuitive,and people generally don’t mind listening to interesting sto-ries.

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Raiffa,H.:1982,Policy analysis:A checklist of concerns,Technical Report PP-82-2,International Institute of Applied Systems Analysis,Laxenburg, AT.

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Ramanath,A.M.and Gilbert,N.:2004,Techniques for participatory agent-based social simulation,Journal of Arti?cial Societies and Social Simulation .To appear.

Schelling,T.:1978,Micromotives and Macrobehavior,Norton,New York.

Schrage,M.:2000,Serious Play:How the World’s Best Companies Simulate to Innovate,Harvard Business School Press,Boston,MA.

Seale,C.:1999,The Quality of Qualitative Research,Sage,London,UK.

Sim:2004,SimWeb,Available from https://www.wendangku.net/doc/c32144205.html,st visited March1,2007.

SimWeb:2001,State-of-the-art of software tools for agent-based simulations.

Taylor,R.:2003,Agent-based modelling incorporating qualitative and quanti-tative methods:A case study investigating the impact of e-commerce upon the value chain,CPM Report03-123,Centre for Policy Modelling,Manch-ester,UK.Presented at the?rst international conference of the European Social Simulation Association,Groningen,the Netherlands,September 2003.

Thorngate,W.:2000,Teaching social simulation with Matlab,Jour-nal of Arti?cial Societies and Social Simulation3(1).Available from https://www.wendangku.net/doc/c32144205.html,/JASSS/3/1/forum/1.html.

Willemain,T.R.:1994,Insights on modelling from a dozen experts,Operations Research42(2),213–22.

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电子邮件个性签名

电子邮件个性签名 以下是关于电子邮件个性签名,希望内容对您有帮助,感谢您得阅读。 电子邮件个性签名 1、生活里,有很多转瞬即逝,像在车站的告别,刚刚还相互拥抱,转眼已各自天涯。 2、说到底,人就是一把灰。 3、生活总比预料的累,现实终究没想象的美。想象始终是想象不能成为现实。 4、有时候,别人突然对你说,我觉得你变了,然后自己开始百感交集。 5、爱情就像乘法,其中一项为零,注定结果永远是零。 6、有时候,莫名的心情不好,不想和任何人说话,只想一个人静静的发呆。 7、那么多女人围着你转,你从不拒绝,也从不答应,我想问你,你到底爱谁? 8、爱情是相互的,是你追我赶,并不是后轮爱上前轮的经典。 9、我总喜欢被你牵着在雪地里走,因为可以假装一不小心咱就白了头。 ·

10、有时候,听到一首歌,就会突然想起一个人。 11、有时候,夜深人静,突然觉得不是睡不着,而是固执地不想睡。 12、因为爱过,所以慈悲;因为懂得,所以宽容。 13、是不是不会再对我笑了是不是不会再对我温柔了是不是不会再跟我有联系了。 14、很多时候,你不懂,我也不懂,就这样,说着说着就变了,听着听着就倦了,看着看着就厌了,跟着跟着就慢了,走着走着就散了,爱着爱着就淡了,想着想着就算了。 15、我不相信命,真的不相信。相信以后会有改变。 16、相爱时,请一定要珍惜;转身时,请一定要优雅;挥别时,请一定要微笑;因为一转身,可能一辈子也不会再相见了。 17、做一个美丽的新娘应该都是每个女人的梦想吧 18、最佳的报复不是仇恨,而是打心底发出的冷淡,干嘛花力气去恨一个不相干的人。 19、人一简单就快乐,一世故就变老。 20、如果你看到面前的阴影,别怕,那是因为你的背后有阳光。 ·

人大考核材料汇总

Xx 2 1 3 年 度 人 大 工 作 材 料 xx2013年度人大中心目标考核材料目录

xx人大主席团会议制度

一、主席团会议每季度举行一次,每次会议必须有主席团全体成员过半数出席,开会时间和列席人员由人大主席团确定,根据会议议题需要,一般应邀请政府组成人员、有关部门工作人员及部分村委会人大代表、乡人大代表列席。 二、主席团会议由人大主席召集和主持,如主席因故不能履行该职责,可委托一位主席团成员召集和主持。 三、会议主要内容:听取宪法、法律法规及乡人民代表大会和上级人民代表大会及其常委会的决议、决定贯彻实施情况的汇报,听取乡人民政府工作情况汇报,提出建议和意见。 四、主席团会议的议题:按照工作要点的安排,上次会议确定下次会议的议题。临时增加内容,由召集人在征求主席团成员意见的基础上确定。 五、决定问题,由主席团全体成员的过半数通过。 六、听取和审议政府工作汇报所提出的建议、批评和意见,由人大主席团交乡人民政府办理落实,并在下次主席团会议上汇报办理情况。主席团成员要对办理落实情况进行检查督促。 xx人大主席团 二O一三年二月十日xx人大主席团成员联系代表制度

一、主席团成员保持同人大代表的密切联系,听取代表、选民的意见和要求,及时向人大主席团或人民政府反映。 二、主席团成员应当按主席团分工,负责联系1-2个代表小组和三名代表。 三、主席团成员至少每两月到联系片走访一次代表,指导代表开展学习或视察活动,收集并向主席团反映代表活动情况。 四、主席团成员对收集到的代表意见、建议要进行认真梳理,及时送交主席团。 五、督促乡人民政府认真办理人大代表提出的建议、批评和意见,并及时答复代表,做到事事有着落。 xx人大主席团 二O一三年二月十日 xx人大主席团

在outlook express中设置图片签名教程

让你更个性些高效个性商务签名自己做 您是不是经常给朋友发E-mail?如果每个邮件中都有一个精美的签名文件,文件中包括姓名、公司、通讯地址、邮政编码以及电话、手机、QQ号码等联系方法,而且在每次建 立邮件时就可以自动插入签名,这样既可以节省反复输入个人相关信息(如:祝福的话、联系电话等),而且还能够充分展现你的风采,岂不很美?有幸的是,要制作出这样的签名并太难。 小知识什么是签名 所谓签名(Signature)就是预先定义好的几组文字,或者从文件中读取的文字。它与生活中的签名意义差不多。制作好了签名后,就可以很方便快速插入特定的信息了。现在几乎所有电子邮件程序都支持签名。 一、Outlook Express 第一步:新建签名 单击工具栏中的“新邮件”按钮,打开“新邮件”编辑窗口。选择“插入”→“图片”,再在打开的窗口中选择自己喜欢的图片(如图1)。接着在在信件的正文部分输入签名内容,如通讯地址、邮政编码、电话及其他联系信息等(如图2)。

输入完毕后,单击“文件”→“另存为”命令,从弹出的文件选择对话框中选择文件要保存的位置,将保存类型设置为“HTML文件”,输入文件名如:signature,并把它保存到C:\Program Files\Outlook Express文件夹下(如图3)。 第二步:添加图片和声音

如果想在签名中使用声音和图片文件,可用记事本打开1.htm文件,在〈head〉〈/head〉前加入〈bgsoundsrc="你的音乐文件名" loop="循环次数"〉;接下去你可以用FrontPage 或Dreamweaver打开signature.htm文件,插入图片。接着再用“记事本”打开signature.htm文件,在或者直接在〈BODY〉〈/BODY〉之间加入

怎样设置outlook邮件的签名

Outlook2003设置演示 第一步:进入outlook邮件管理,选择工具栏中的“选项” 。 第二步:进入选项栏选择“邮件格式” 。

第三步:在邮件格式里点击“签名”按钮,进入“创建签名”页面,选择红色的“新建”选项。

第四步:创建新签名,在此自行命名并点击下一步。

第五步:在空白处编辑个人信息等内容,并选中要添加地址链接的文字。 第六步:选中文字后单击鼠标右键选择“编辑超级链接”在弹出对话框中输入链接地址即可。

第七步:回到邮件格式栏,在如下图所示的红色区域中的“选择帐户使用的签名”、“新邮件使用该签名”、“答复及转发时使用该签名”三项里选中已设置过的签名,点“确定”保存设置。

创建邮件签名 如果用Microsoft Word 作为电子邮件编辑器,请参阅Word 帮助。Word 提供了大部分的自定义签名选项。 从Microsoft Outlook 主窗口的“工具”菜单上,单击“选项”,再单击“邮件格式”选项卡。 在“以该邮件格式撰写”列表中,单击要使用签名的邮件格式。 在“签名”之下,单击“签名”,再单击“新建”。 在“输入新签名的名称”框中,输入名称。 在“选择创建签名的方法”之下,选择所需选项。 单击“下一步”。 在“签名文本”框中,键入要在签名中包含的文本。 也可以从其他文档粘贴文本到该框中。 若要更改段落或字体格式,请选中文本,单击“字体”或“段落”,然后选择所需的选项。如果邮件格式为纯文本,则无法使用这些选项。 若要将电子名片(vCard) 添加到签名中,请在“电子名片选项”之下的列表中选择电子名片,或单击“联系人的新电子名片”。 完成编辑新签名后,单击“完成”。 一旦创建了签名,就可以在邮件中插入签名。

六规讲解材料汇总

110KV及以上母联保护操作回路部分检验 一、讲任务 (一)同类事故案例剖析 1998年12月30日15时10分,某电厂1101线路开关带负荷正常运行,由于保护人员在保护屏上检查1102线路开关时,监护人不在工作现场,工作班成员误检查1101线路开关出口回路,使得保护出口,导致1101线路开关跳闸,重合闸动作,重合成功。 事故经过,12月30日15时5分,工作负责人和工作班成员到1102线路保护柜工作,15时10分,工作负责人在接听别人电话,工作班成员从保护屏前走到屏后,走错间隔到1101线路保护位置,误操作1101线路开关出口回路,保护动作出口,导致1101线路开关跳闸,重合闸动作,重合成功。 原因分析:工作负责人工作时接听电话,造成工作班成员失去监护,且精力不集中,走错间隔,导致运行线路跳闸的事故。 吸取的教训和防范措施: 1、工作负责人对工作中存在的危险点认识不清。 2、工作中工作人员精神不集中,没能看清设备的名称和编号。 3、要对操作的设备进行名称及编号核对,杜绝此类事故在本次工作中出现。 (二)任务内容安排 工作内容:110KV及以上母联保护操作回路部分检验 人员分工:XXX进行110KV及以上母联保护操作回路部分检验、清扫、检查、紧螺丝、定值检查、开入开出检查、交流采样检查;XXX进行监护。 工作地点:电子间110KV及以上母联保护柜。 工作范围:110KV及以上母联保护操作回路。 安全目标:在本次工作中不发生人身触电事故、线路跳闸事故及设备损坏事故。 质量目标:保证在本次工作中不发生由于检修质量不良造成的缺陷,保护装置能够正常稳定的运行。 工期目标:按计划进行,在X月X日17:00前完成本次任务。 二、讲风险措施 (一)安全风险 1.环境及人员精神状态:本次工作在电子间内,设备带电运行,所以要加强监护,防止误碰运行设备。工作人员要保持良好的精神状态,全部工作人员的精神状况良好。 2.高空坠落、落物伤人防控:不涉及。 3.起重伤害防控:不涉及。 4.物体打击防控:不涉及。 触电防控:(1)工作前看清工作位置,防止走错间隔。(2)做好监护工作,与带电设备保持足够的安全距离。(3)使用绝缘工具,不允触及带电设备 5.机械伤害防控:不涉及。 6.烫伤、灼烫防控:不涉及。 7.火灾、爆炸防控:不涉及。 8.中毒、窒息防控:不涉及。 9.坍塌防控:不涉及。 10.淹溺防控:不涉及。 11.其他伤害防控:防止误操作、防止正常运行线路误跳闸。 (二)质量风险 1.缺陷原因及劣化趋势分析:不涉及。 2.缺陷处理方法:不涉及。

个性邮件签名档

个性邮件签名档 导读:本文是关于个性邮件签名档的文章,如果觉得很不错,欢迎点评和分享! 1、有人嫩得一掐就出水,我却怂得一掐就出鼻涕泡儿。 2、你不想接我电话就直说,别老让中国移动替你说对不起。 3、半夏锦年、流逝青春哀伤,看不见的过眼云烟。 4、我只想带着这与任何人任何事无关的爱情,走去一个人的天荒地老。 5、最初你用一堆形容词标准出的理想恋人,在你真实的爱上某个人之后,他的名字就会代替那些条款成为了名词。 6、你问我爱你有几分,思念在延伸;你问我爱你有多深,关怀依然真。时间过去了有几分,你的容颜在我心。愿我们幸福的走过这红尘。 7、很多时候,看的太透反而不快乐,倒不如幼稚的没心没肺。 8、往往都是事情改变人,人却改变不了事情。 9、无法忘记的思念,依旧在深夜,在月光的隐射下显得依然清晰自如,上演着一个一个没有结局的故事,起初的誓言在红尘的淹没中没有了音讯,结局在岁月的抽打下没有了尽头。 10、原谅我的食言吧,因为我发现我,对你并不重要! 11、我要做你所有作品的第一读者,而且是最忠实的读者。 12、天地之间的距离就如我们的距离,当我发现时,我已无可

救药地爱上了你。 13、不要太依赖一个人,因为依赖,所以期望,因为期望,所以失望。 14、虚伪的现实,让人们无法正确的面对自己。 15、离开了你,突然发现我还可以开心地笑。 16、有的时候明知道做下去是错的,但是还要义无反顾。 17、那些刻在椅子背后的爱情,会不会像水泥上的花朵,开出没有风的,寂寞的森林。 18、乌云过后阳光更欢,不和之后爱情愈甜。 19、我并不责备活着本身,但我责备自己对于活着的期望。 20、你的爱,早已成为我生命里的唯一,你离开我拿什么继续。 21、我喜欢你或者我不喜欢你,这些都不由我决定。 22、有你在我的身边真好。茫茫人海,凭你的名字导航;凄凄寒夜,握你的名字取暖;漫漫人生,携你的名字同游。 23、你必须明白要走的人你留不住,装睡的人你叫不醒,不爱你的人你感动不了。 24、一杯好酒,唯有两个人品味最可口!一种情感,唯有两个人相知最易懂!一个知己,唯有两个人心灵最相通!一生情谊,唯有两个人珍惜最难求! 25、四叶草、太美好、我用未来得不到。 26、有时候寂寞不是因为没人陪,而是陪自己的不是某些人。 27、爱情是一方织巾,用自然编织,用幻想点缀。

关于公司邮件签名统一格式的操作说明

关于公司邮箱签名统一设置格式的操作说明 经公司会议决定,现要求公司每位职员都应使用统一注册的邮箱MSN为网络通讯用具。如果有文件等需要打印、或者相关资料需要发送均应通过MSN进行传递。请注意:在公司邮箱的签名上,大家需统一设置格式,详细设置步骤如下: 第一步:右键点击电脑桌面Outlook图标(桌面没有的,可以从“开始”中查找,即“开始”→“程序”→在“outlook express”上点击右键)→左键点“属性”(出现图1)→左键点“查找目标”(此时出现图2)。 图1 图二

第二步:把发送给大家的“outlook邮件公司落款统一格式文本文档(见图3)”复制到图2呈现的界面里,然后双击“outlook邮件公司落款统一格式文本文档”(此时出现图4)。在图4里请各位填入自己的姓名、部门等基本信息,然后点击图4右上角的“×”,此时将出现是否保存的询问,点“是”进行信息保存。 图3 图4 第三步:打开桌面outlook(桌面没有的,可以从“开始”中查找,即“开始”→“程序”→在“outlook express”上点击左键),此时出现图5。然后依次点击“工具”→“选项”→“签名”→“新建”,此时出现图6。 图5

第四步:对图6进行设置: ①在“所有待发邮件中添加签名”前打√ ②根据个人需要,选择“不再回复中和转发的邮件中添加签名”前是否打√ 图6 第五步:点击“图6”左下角的“文件”→点击“浏览”→在“查找范围”中选择“我的电脑”→选择c盘→点击“program files ”,此时出现图7。在图7中找到文件夹“outlook express”。双击“outlook express”文件夹→双击再次呈现出来的“outlook邮件重命名为公司邮件签名统一格式文档”→最后点击确认即可 图7

“六规”三讲讲稿

一、讲任务 1.本次操作任务为:#2甲皮带由“热备用”转“检修”的电气操作, 针对此项操作,首先剖析1个相关事故案例。 案例1:某110kV变电所发生一起运行人员因漏项操作而导致的带负荷拉刀闸的恶性误操作事故,虽未酿成人身伤亡,但其性质严重,影响极坏,一旦发生人身伤亡事故,其后果不堪设想。在操作过程中正值班员监护,副值班员操作,并将本次操作要用的钥匙提前带在身上,在操作时发现钢笔无墨水,故未在操作票上逐项打“√”,操作漏项,在未将纺织线351开关合环的情况下,拉开3516旁路刀闸时(采用合环运行热倒方式)发生带负荷拉刀闸,开关跳闸。 这个案例警示我们在操作过程中要认真模拟,核对现场,唱票复诵,逐项打“√”。 案例2:某电厂发生了一起带电合地刀闸的误操作事故。造成秦电一期机组全停,并造成陕西电网9座110 kV变电站失压。事故原因:操作人员思想不集中走错间隔,没有认真核对需要操作的设备名称和编号,并且强行解锁,误将110 kV母线地刀闸当作110 kV TV 地刀闸合上,造成了带电合闸 这个案例警示我们在操作过程中要认真操作的设备名称和编号,防止走错间隔。 案例3:某电厂运行人员在执行“母线由备用电源进线开关供电

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如何设置自己的邮件签名档

精彩旅行始于纳美 
  86-400-779-1118 (中)
001-800-508-6936 (美)

第六节道路工程对原材料的特殊要求实例讲解

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F40-2004规范中,采用 n D d ? ? ? ? ?为横坐标,n等于0.45,则最大密度曲线 呈线性关系为一直线,如图 [案例]有A、B、C、D四种集料配合成混合料,各集料的筛分曲线如图所示。求各种集料的比例。 [解析]A集料占28.4%,B集料占63.3%-28.4%=34.9%,C集料86.6%-63.3%=23.3%,D集料占100%-86.6%=13.4%。 水泥混凝土配合比设计的主要内容包括:根据经验公式和试验参数确定各组成材料的比例,确定“初步配合比”;按初步配合比在实验

关于公司邮件签名统一格式的操作说明

关于公司邮件签名统一格式的操作说明

关于公司邮箱签名统一设置格式的操作说明 经公司会议决定,现要求公司每位职员都应使用统一注册的邮箱MSN为网络通讯用具。如果有文件等需要打印、或者相关资料需要发送均应通过MSN进行传递。请注意:在公司邮箱的签名上,大家需统一设置格式,详细设置步骤如下: 第一步:右键点击电脑桌面Outlook图标(桌面没有的,可以从“开始”中查找,即“开始”→“程序”→在“outlook express”上点击右键)→左键点“属性”(出现图1)→左键点“查找目标”(此时出现图2)。 图1

图二 第二步:把发送给大家的“outlook邮件公司落款统一格式文本文档(见图3)”复制到图2呈现的界面里,然后双击“outlook邮件公司落款统一格式文本文档”(此时出现图4)。在图4里请各位填入自己的姓名、部门等基本信息,然后点击图4右上角的“×”,此时将出现是否保存的询问,点“是”进行信息保存。 图3 图4

第三步:打开桌面outlook(桌面没有的,可以从“开始”中查找,即“开始”→“程序”→在“outlook express”上点击左键),此时出现图5。然后依次点击“工具”→“选项”→“签名”→“新建”,此时出现图6。 图5 第四步:对图6进行设置:

①在“所有待发邮件中添加签名” 前打√ ②根据个人需要,选择“不再回 复中和转发的邮件中添加签名”前是否打√ 图6 第五步:点击“图6”左下角的“文件”→点击“浏览”→在“查找范围”中选择“我的电脑”→选择c盘→点击“program files ”,此时出现图7。在图7中找到文件夹“outlook express”。双击“outlook express”文件夹→双击再次呈现出来的“outlook邮件重命名为公司邮件签名统一格式文档”→最后点击确认即可

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