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"This book focuses on economic treatment of petroleum engineering operations and serves as a helpful resource for making practical and profitable decisions in oil and gas field development. This work will be of value to practicing engineers and industry professionals, managers, and executives working in the petroleum industry who have the responsibility of planning and decision making, as well as advanced students in petroleum and chemical engineering studying engineering economics, petroleum economics and policy, project evaluation and plant design."

Preface -- Acknowledgements -- Note -- Contents -- List of Figures -- List of Tables -- Chapter 1: Introduction -- 1.1 Governmental Justification of Capital Punishment -- 1.2 Research Background -- 1.3 Research Methodology -- 1.4 Outline -- Notes -- Chapter 2: The Two-Sided Triangle: Capital Punishment Policy Decision-Making- A Framework for Analysis -- 2.1 Introduction -- 2.2 Existing Hypotheses on the Government's Retention of Capital Punishment -- 2.2.1 Historical Factors -- 2.2.2 External Factors -- 2.2.3 Internal Factors -- 2.3 Japanese Decision-Making: The Iron Triangle Model

"This volume provides an introduction for flood risk management practitioners, up-to-date methods for analysis of uncertainty and its use in risk-based decision making. It addresses decision making for both short-term (real-time forecasting) and long-term (flood risk planning under change) situations. It aims primarily at technical practitioners involved in flood risk analysis and flood warning, including hydrologists, engineers, flood modelers, risk analysts and those involved in the design and operation of flood warning systems."--

The data were collected in relation to the following goals: The research was designed to identify some of the key factors driving assessments of the legitimacy of decision-making agencies. The research was based on a set of (vignette-based) experiments that allowed the researchers to identify the effects on legitimacy of various aspects of decision-making responsiveness. Participants (N=438) were drawn from Prolific Academic, and completed an online survey fielded on Qualtrics. Assignment to treatment groups was randomised.

The article considers the paradigm of subjective probability and expected utility theory with respect to their applications in the theory of decision-making. Advantages and shortcomings of Savage's axiomatic in the subjective probability theory are analyzed, the models of beliefs formation are considered. The authors propose a new approach to the analysis of decision-making — a multiple priors model, where an agent attributes to each event not a single probability, but a range of probabilities.

The widespread use of the Delphi technique of decision making has led to many variations in format implementation by practioners and researchers. The classic Delphi typically includes four rounds of questionnaires and feedback. This study attempted to establish empirically the point of stability in a six-round Delphi. The results indicated that Delphi groups reached stability in their decision making after the fourth iteration, thereby providing empirical support for the length of the classic Delphi.

Life Cycle Costing (LCC) offers many advantages over other techniques but the time‐span over which the study must be undertaken and the uncertainty involved probably detract from its usefulness. However, this is one area where Discounted Cash Flow (DCF) techniques have great scope for application. The most important influences on decision making, in practice, are consistency and feedback; the challenge remains to prevent organisational decision making being resistant to new ideas and techniques.

In the past decade the federal courts have come to play an important role in reviewing agency decision‐making on prospective risks. Questioning the conventional wisdom that judges are poorly equipped for the task, the authors outline the range of choices facing courts in such cases and contend that they cannot avoid making ultimate decisions on risk policy. However, recent Supreme Court cases on nuclear hazards and occupational benzene indicate narrowing of the scope for judicial review.

Background:In public health emergencies, evidence, intervention, decisions and translation proceed simultaneously, in greatly compressed timeframes, with knowledge and advice constantly in flux. Idealised approaches to evidence-based policy and practice are ill equipped to deal with the uncertainties arising in evolving situations of need.
Key points for discussion:There is much to learn from rapid assessment and outbreak science approaches. These emphasise methodological pluralism, adaptive knowledge generation, intervention pragmatism, and an understanding of health and intervention as situated in their practices of implementation. The unprecedented challenges of novel viral outbreaks like COVID-19 do not simply require us to speed up existing evidence-based approaches, but necessitate new ways of thinking about how a more emergent and adaptive evidence-making might be done. The COVID-19 pandemic requires us to appraise critically what constitutes 'evidence-enough' for iterative rapid decisions in-the-now. There are important lessons for how evidence and intervention co-emerge in social practices, and for how evidence-making and intervening proceeds through dialogue incorporating multiple forms of evidence and expertise.
Conclusions and implications:Rather than treating adaptive evidence-making and decision making as a break from the routine, we argue that this should be a defining feature of an 'evidence-making intervention' approach to health.

AbstractFor a long period, Denmark has been labeled a 'model country' with a comprehensive welfare state and a successful model of corporatist policy‐making. Danish unions are considered amongst the strongest in the world, and they have for a long time been a distinct part of the political system, and as social partners, they were strongly integrated into decision‐making processes. The analysis of the Danish welfare and labour market policy during the last two decades documents a profound change in the arrangement and in the status of the social partners (especially unions) in the Danish political system. The results show that two important pillars of the Danish model – the social partner basis and the collective trust in partnership – are eroding. Unions are no longer part of the law‐making process and, since 2007, they are formally excluded from the organization of the decision‐making process. Recent developments point at weaker unions that operate more as lobbyists instead of being strong corporatist institutions or part of the decision‐making process. The results of the study are thought‐provoking and the basis for a revised thinking of the Danish and the Nordic model.

Cover -- Copyright -- Acknowledgments -- Abstract -- Benefits -- Keywords -- Open Letter to Water Supply and Wastewater Utility Managers and Boards of Directors -- Table of Contents -- List of Tables -- List of Figures -- Executive Summary -- ES1 Project Objectives -- ES2 Research Approach -- ES3 Research Findings -- ES3.1 Principle 1: Manage Information for All -- ES3.2 Principle 2: Maintain Individual Motivation and Demonstrate Organizational Commitment -- ES3.3 Principle 3: Promote Communication and Public Dialog -- ES3.4 Principle 4: Ensure Fair and Sound Decision Making and Decisions -- ES3.5 Principle 5: Build and Maintain Trust -- ES4 Organization of the Report -- Chapter 1.0: Introduction: People and Water -- 1.1 Today's Water Reuse Decision-Making Context -- 1.2 Nonpotable and Potable Reuse -- 1.3 Framework Development - Research Methods -- 1.4 Roadmap to the Framework Guidance -- Chapter 2.0: The People Side of Public Decisions -- 2.1 Societal and Institutional Context -- 2.2 Group Profile and Decision Context -- 2.3 Individual Characteristics -- 2.4 Conclusion -- Chapter 3.0: Building and Maintaining Public Confidence: The Core Principles -- 3.1 What is Success in Public Participation and in Perception of Water Reuse? -- 3.2 Principle 1: Manage Information For All -- 3.3 Principle 2: Maintain Individual Motivation and Demonstrate Organizational Commitment -- 3.4 Principle 3: Promote Communication and Public Dialog -- 3.5 Principle 4: Ensure Fair and Sound Decision Making and Decisions -- 3.6 Principle 5: Build and Maintain Trust -- 3.7 Conclusion -- Chapter 4.0: Putting the Principles into Action: Diagnostic Tools to Help Tailor Public Outreach, Education, Marketing, and Participation Products and Activities -- 4.1 What Are Diagnostic Tools? -- 4.2 Societal and Institutional Context -- 4.3 Group Profile and Decision Context.

The complexity of investments continues to grow, and institutional pools of capital from endowments to pension funds are suffering from too much risk and not enough return. Yet managing these investments and creating and implementing governance structures are seldom an integral part of the organization?s core mission or its operations. "That?s the way it has always been," say many directors and executives. As a result, a board of directors or investment committee often believes it needs to make all the decisions--or outsource money management and hope for the best. As Winning the Institutional Investing Race: A Guide for Directors and Executives makes clear, that sentiment is a big mistake that can lead to poor returns, reduced capital to employ on behalf of the organizational mission, and even charges of malfeasance on the part of directors. Authors Michael Bunn and Zack Campbell, who advise companies and institutions on best practices in institutional investment, are determined to help institutions and companies learn to manage their capital funds like the real businesses they are. This hands-on book will show you: The importance of governance in creating and overseeing investment policy The roles and responsibilities of key stakeholders, especially board members How to construct an effective investment policy statement An overview of the four primary governance models available to trustees and the pros/cons of each How to work with fund managers, in house or out, to get the highest returns possible Besides governance, this book covers a wide array of investment topics?modern portfolio theory, risk application, investment manager evaluation and manager search, asset allocation, and diversification, among others?while introducing a new and successful approach to managing investment portfolios. The goal is to provide a grounding in investing for those involved in making financial decisions at the board level. As the authors make clear, it is not possible just to beat the averages but to do so consistently. Winning the Institutional Investing Race: A Guide for Directors and Executives offers a healthy rethinking of investment management and governance for any organization or board that oversees institutional investments and manages those making investment decisions. Most important, it shows how directors and managers can maintain their fiduciary responsibilities to the organizations they serve while maximizing investment returns

peer-reviewed ; This research explores the potential to create public value in the various governance mechanisms which have been established in the evolving landscape of local governance in Ireland. Public Value Management (PVM) is a public management approach which recognises the legitimacy of a wide range of stakeholders in a democratic process and in which managers play an active role in steering networks of deliberation and delivery to create public value. This study considers whether the current climate of local State – civil society collaboration indicates a shift towards a broader authorizing environment wherein public policy priorities are determined, and whether local State has enabled the appropriate operational capacity to devise and realise a public value informed strategy and practice of collaboration. The research focusses on three case studies in one single site where institutional restructuring has recently taken place. The study applies a qualitative research methodology comprising local governance actor interviews supplemented by elite interviews with former informants of local governance processes. The mechanisms studied are: Strategic Policy Committee (SPC) for Travel and Transportation; SPC for Economic Development, Enterprise and Planning; and the Local Community Development Committee. Due to the researcher's extensive experience in local government management, the research also offers a unique perspective based on wide ranging access to key actors and their insights. The study makes conceptual and empirical contributions to knowledge by establishing the relevance of PVM to real world settings, linking the PVM, institutionalism and collaborative governance literatures. The research demonstrates that generating collaboratively established public value outcomes is evident in mechanisms characterized by devolved decision-making power, a visible commitment to dialogue and deliberation, and bespoke information supports. Moreover, a public value informed practice of collaboration is most likely ...

The hybrid warfare concept does not merit to be adopted as an operational concept. If we look at this concept through the lens of strategic theory, we could say it had been mainly about operational and tactical levels of warfare until 2014. After Russia's annexation of Crimea that the defense community began to incorporate other dimensions. However, this time the focus was rather on the informational dimension. What is required is to have a holistic vision of the strategic context and the adaptability to meet the unique challenges of the day through the use of all instruments of grand strategy. In this sense, Europe first needs a mentality change as politicians and decision-makers, in general, do not have the required appreciation of strategy-making in democracies. Secondly, in addition to tactical improvements such as PESCO and EDF, the EU needs a committee at the strategic and policy level, which has a cross-departmental ability to work in collaboration with EU institutions in other dimensions. Because the silo thinking or some say, stovepiping is the current biggest challenge of EU structure. In fact, External Action Service is a good candidate to assume this responsibility, as many of its current tasks overlap with the committee proposed here. Thirdly, if the EU can transform itself and has this working mechanism from policy to the tactical level, which balances the essential components of strategy; NATO would become a major part of the EU's military tool, rather than an alliance that EU based all its defense on. Last but not least, all recommendations explained here depends on one important fact, which is "EU members' willingness to see EU as a Global Actor" in their sincere thoughts.