Suchergebnisse

In 117 CE the emperor Trajan died at Selinus (modern Gazipaşa, Turkey) while returning to Italy from the East. A building preserved among the ruins of the ancient city has been historically labeled as a cenotaph associated with the emperor's death in the city. This structure has been identified as temple-like by the recent excavators, but continues to be called a cenotaph. This paper addresses the notion of this identification as a body-less mausoleum, and suggests that the structure served not only as a cult temple to the Deified Trajan, but also may mark the location of the ustrinum for Trajan's funerary pyre.

Postoccupancy evaluations are common in determining successful design elements in the human setting, but they are rarely employed in zoological parks. The current study evaluated how structural preferences, temperature, and social factors affected the visibility of four groups of gorillas to the public. Although the majority of structures were located in visible portions of the exhibit, structures had a negative effect on visibility because of the gorillas' strong preference for a single typeof structure(buildings) located primarily in nonvisibleparts of theexhibits. Tem perature and visibility were linearly related, with increasing temperatures corresponding with decreasing visibility. The removal of an animal from the group significantly affected the visibility of the remaining group members. The authors' results reinforce the need for exhibit designers to consider the relationships between animal behavior and environmental variables and to work with captive managers to create exhibits that meet the needs of individual animals.

Effective engagement among scientists, government agency staff, and policymakers is necessary for solving fisheries challenges, but remains challenging for a variety of reasons. We present seven practices learned from a collaborative project focused on invasive species in the Great Lakes region (USA‐CAN). These practices were based on a researcher–manager model composed of a research team, a management advisory board, and a bridging organization. We suggest this type of system functions well when (1) the management advisory board is provided compelling rationale for engagement; (2) the process uses key individuals as communicators; (3) the research team thoughtfully selects organizations and individuals involved; (4) the funding entity provides logistical support and allows for (5) a flexible structure that prioritizes management needs; (6) a bridging organization sustains communication between in‐person meetings; and (7) the project team determines and enacts a project endpoint. We predict these approaches apply equally effectively to other challenges at the research–management–policy interface, including reductions of water pollution, transitions to renewable energy, increasing food security, and addressing climate change.