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❤️ Trello

The Canadian Wildlife Service organization was originally founded under the name of the Dominion Wildlife Service in November 1947. There were about thirty staff members of the organization at this time. In 1950, the organization’s name was changed to its current title of the Canadian Wildlife Service. The three main focuses of the Canadian Wildlife Service have been and continue to be the management of migratory birds, the management of game and furbearing mammals, and the enforcement of international treaties to ensure conservation of species. In order to accomplish these tasks, the Canadian Wildlife Service has conducted extensive research regarding population, population ecology, survival factors, migration patterns, limnological studies, environmental toxicology, and endangered species evaluation and protection of several species of the Arctic. Examples of these species include elk, moose, bison, caribou, muskoxen, polar bears, wolves, arctic foxes, geese, ducks, songbirds, seabirds, trumpeter swans, whooping cranes, and peregrine falcons. Additionally, the Canadian Wildlife Service has been tasked with the management of National Parks and the creation of public education programs (Burnett et al. 1999).

During the 1970s, the Canadian Wildlife Service researched and reported on the reproductive success of the black-crowned night heron on Pigeon Island of Lake Ontario (Price 1978), biology of the Kaminuriak population of barren-ground caribou (Arctic 1977), hunting of and attacks by polar bears along the Manitoba coast of Hudson Bay (Jonkel et al. 1976), biology and management of bears (Bears: Their Biology and Management 1976), and many other environmental and biological concerns regarding the wildlife of the Arctic.

Additional information and the current contact information of the Canadian Wildlife Service can be found at: https://www.ec.gc.ca/paom-itmb/default.asp?lang=En&n=5f569149-1.

References

"Books Received." Arctic 30, no. 1 (1977): 67-68.<br> http://www.jstor.org/stable/40508780.

Burnett, J. A., and Canadian Wildlife Service. 1999. A Passion for Wildlife: A History of the Canadian Wildlife Service, 1947-1997 and Selected Publications from Work by the Canadian Wildlife Service. Canadian field-naturalist, v. 113, no. 1; Canadian field-naturalist, v. 113, no. 1.

Jonkel, Charles, Ian Stirling, and Richard Robertson. "The Popular Bears of Cape Churchill." Bears: Their Biology and Management 3 (1976): 301-02. doi:10.2307/3872777.

"Preface." Bears: Their Biology and Management 3 (1976): 7. http://www.jstor.org/stable/3872749.

Price, Iola. "Black-Crowned Night Heron Reproductive Success on Pigeon Island, Lake Ontario 1972- 1977 (Abstract Only)." Proceedings of the Colonial Waterbird Group 1 (1978): 166. doi:10.2307/1520916.

I am myself experiencing this as I realize how much time I am taking to complete the tasks of the course

I believe here is where fear creeps in, since nobody in the team has encountered a situation with that problem set before. They literally have nothing to fall back on, no past knowledge or experience, they have to create knowledge.

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There you go: information is nothing without action!

Our abilities to manage natural systems are also typically limited to a small range of space and time scales.

This strong distinction between "forecasts" and "scenarios" seems like a rather arbitrary distinction on the surface. There are forecasting approaches that attempt to account for uncertainty in a broad array of things including uncertainty in the generating model. Many of the examples in Principles of Forecasting by J. Scott Armstrong are what would be described as "scenario" based approaches here. Likewise some of the approaches employed by forecasters in Superforecasting by Tetlock & Gardner involve developing a range of scenarios.

Scenarios in general need to have a reasonable probability of occurrence to be usefully included in decision making. So at least at some minimum threshold it a probability is being associated with scenarios. Going one step further and assigning a probability to each member of a set of scenarios would result in a probabilistic forecast.

In short, it seems to me that scenario development is, in many cases, a kind of forecasting. It may involve large uncertainties and it may currently be associated with different kinds of decision making, like choosing management practices that are robust to may possible models, but these can both be accomplished in other ways. Using language that implies that these are completely distinct approaches seems likely to cause confusion and unnecessary terminological debate.

A recent Hewlett-Packard printer software update changed the printers so they would not work with third-party ink cartridges. Worse, the change was made as part of a security update.

https://act.eff.org/action/tell-hp-say-no-to-drm Petition HP to fix this wrongdoing, and promise not to repeat it. They are also being asked to promise not to invoke the DMCA against security researchers who find vulnerabilities in their products.

Sign of the times? One part is about economics as the discipline of decision-making. Economists often claim that their work is about any risk/benefit analysis and isn’t purely about money. But the whole thing is still about “resources” or “exchange value”, in one way or another. So, it could be undue influence from this way of thinking. A second part is that, as this piece made clear at the onset, “education is big business”. In some ways, “education” is mostly a term for a sector or market. Schooling, Higher Education, Teaching, and Learning are all related. Corporate training may not belong to the same sector even though many of the aforementioned EdTech players bet big on this. So there’s a logic to focus on the money involved in “education”. Has little to do with learning experiences, but it’s an entrenched system.

Finally, there’s something about efficiency, regardless of effectiveness. It’s somewhat related to economics, but it’s often at a much shallower level. The kind of “your tax dollars at work” thinking which is so common in the United States. “It’s the economy, silly!”

Time management tips from Quincy Larson.

• Keep a simple to-do list.
• If you can do something in a few minutes, do it now. Otherwise, add it to your to-do list.
• Avoid unnecessary meetings, and even video chat. Prefer email or other asynchronous channels.
• Listen to podcasts and audiobooks while you exercise.

How to spot assholes and reduce the damage they do to your organization.

And even setting things up so that thoughtful commentary is specifically encouraged. The tool may be part of it but the key difference, in my own personal experience, is about the first few interactions. When @RemiHolden invites annotations to his blogposts about annotations, he does so in the context of a burgeoning community of practice around open annotations for pedagogy. Much closer to the climate science case and, interestingly, quite close to the very memos and Requests for Comments at the origin of the Internet.

Glad engineering is part of it but hoping some of the work will touch on the community aspects.

Yes, plenty. Most of them have little to do with the platforms, at a technical level. But they do have a whole lot to do with their userbase. As Trapani says, “your community is your best feature”.

On competition.

What a great, simple critique of bullshit "solidarity" cries.

Of course, it raises for me feelings of discomfort because I've observed that even those who frequently profess to value difference within a community often still believe it important that the community present a unified face when perceived by outside groups.

Even within a single company, this sort of philosophy manifests frequently as executives fighting viciously with one another while smiling and acting as though they are all of one mind when presenting to the rest of the company.

https://www.eff.org/document/library-congress-2015-dmca-1201-rules

https://www.eff.org/deeplinks/2013/10/lowering-your-standards

The chat will lead into a backchannel discussion of a “Disrupting DH” presentation at the 2016 Modern Language Association conference in Austin, TX.

Not very interactionist, though. Sounds quite far from most ideas about identity in sociology and social psychology. But, hey, it makes sense in context.

Now think of it with a learner in mind.

Good thoughts on the hiring process for programmers: job descriptions, advertising, pair programming, blind evaluations, group interviews.

Daniel Bassill offers advice on building a culture of ongoing learning and personal networking within a nonprofit organization. This helps you keep volunteers involved, attract new volunteers, and develop partnerships with other organizations.

Bureaucratic cultures tend to discourage people from speaking candidly. Lack of candor can be a deterrent to success, before it ever reaches the level of outright lies. Lack of candor means:

• outright lies (saying something you know to be false)
• self-deception (believing what you want to believe)
• deliberate omissions of facts
• thinking one thing, but saying something different
• having an idea that may be of value, but saying nothing
• being called upon to give an honest opinion, but deciding to say what is easier, or what you think others want to hear
• obscure jargon, or meaningless platitudes that give the impression everything is going fine or great. (This is a big red flag when it appears in corporate reports.)

"Investing Between the Lines: How to Make Smarter Decisions by Decoding CEO Communications", L.J. Rittenhouse (recommended by Warren Buffet in his 2012 Shareholder Letter)

Truth-Telling: Confronting the Reality of the Lack of Candor Inside Organizations We need to build cultures where "opposing views are debated and more effective solutions and innovations are created." -- Lynn Harris

user innovation toolkit - a product malleable enough to let users adapt it to their own needs.

Trello is a project management tool that provides boards, lists, and cards. The cards represent tasks or items, and move across columns on the board as they progress to a new stage of development. No particular method is prescribed. The individual or team decides how to use Trello, and the method is likely to evolve. Different projects may require different methods.

Trello has an API to allow automation and customization. After agreeing on how to use the board, different team members might use the API to build interfaces that work best for them.

With their incompatible formats and digital locks… Funny Apple’s iBookstore isn’t mentioned.

easier said than done.. but what are some suggestions for how this could succeed?

YES, ASK US. Also, we love to work with faculty on managing their data!

I have documented eleven approaches to using Github for API management to date:

• Design and Code
• Documentation
• Software development kits (SDK)
• Code Samples (Gists)
• Developer Authentication
• Developer Profiling
• Presentations and Guides
• Issue Management
• Roadmaps
• Hackathons
• Terms of Service, Privacy, and Branding

What is the sharing standard? What are the consequences of not sharing? What is the enforcement mechanism?

There are three primary sharing mechanisms I can think of today: email, usb stick, and dropbox (née ftp).

The dropbox option is supplanting ftp which comes from another era, but still satisfies an important niche for larger data sets and/or higher-volume or anonymous traffic.

Dropbox, email and usb are all easily accessible parts of the day-to-day consumer workflow; they are all trivial to set up without institutional support or, importantly, permission.

An email account is already provisioned by default for everyone or, if the institutional email offerings are not sufficient, a person may easily set up a 3rd-party email account with no permission or hassle.

Data management alternatives to these three options will have slow or no adoption until the barriers to access and use are as low as email; the cost of entry needs to be no more than *a web browser, an email address, and no special permission required".

Who cares most about the 20-year rule? This is an ideal that appeals to some, but in practice even the most zealous adherents can't picture what this looks like in some concrete way-- except in the most traditional ways: physical paper journals in libraries are tangible examples of the 20-year rule.

Until we have a digital equivalent for data I don't blame people looking for tenure or jobs for not caring about this ideal if we can't provide a clear picture of how to achieve this widely at an institutional level. For digital materials I think the picture people have in their minds is of tape backup. Maybe this is generational? New generations not exposed widely to cassette tapes, DVDs, and other physical media that "old people" remember, only then will it be possible to have a new ideal that people can see in their minds-eye.

I agree with the key component mentioned here, but I feel the term data entropy is an unhelpful crutch.

Data management practices:

• create
• organize
• manage
• describe
• preserve
• share

Categories of data management activities:

• storage
  • backup/archival data storage
  • identifying appropriate data repositories
  • day-to-day data storage
  • interacting with data repositories
• more information
  • obtaining more information about curation best practices
  • identifying appropriate data registries
  • search portals
• metadata
  • assigning permanent identifiers to data
  • creating/publishing descriptions of data
  • capturing computational provenance
• funding
  • identifying funding sources for curation support
• planning
  • creating data management plans at proposal time

The type system has nothing to do with the storage allocation strategy; the choice of allocation mechanism has to do only with the known required lifetime of the storage.